120,717 research outputs found

    John D. and Catherine T. MacArthur Foundation - 2006 Annual Report

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    Contains president's essay, grant summaries, profiles of MacArthur Fellows Program award recipients, timeline of the year in review, financial statements, and list of officers and staff

    John D. and Catherine T. MacArthur Foundation - 2007 Annual Report

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    Contains president's essay, program information, grant summaries, profiles of MacArthur Fellows Program award recipients, timeline of the year in review, financial statements, and list of officers and staff

    John D. and Catherine T. MacArthur Foundation - 2008 Annual Report

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    Contains president's essay, program information, grants list, profiles of MacArthur Fellows, the year in review, financial summary, program budgets, investment summary, statement on fairness and security, and lists of board members and staff

    William T. Grant Foundation - 2008 Annual Report

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    Contains president's letter, board chair's report, essays on the impact and relevance of the foundation's support for research, year in review, program information and highlights, grants list, and lists of reviewers, board members, and staff

    Citigroup's John Reed and Stanford's James March on management research and practice

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    Academy President's Executive Overview: One of my most pleasurable, though daunting, jobs as president of the Academy of Management in 1998-99 was to select the Distinguished Scholar and Executive of the Year. I was lucky enough to find two people who have been in conversation for some time about an issue that deeply concerns me. In my presidential speech, which will appear later this year in the Academy of Management Review, I outline changes in the way knowledge is being created - both in academic disciplines and in companies. I think these changes are changing the nature of business schools, and potentially jeopardizing their future. James G. March and John S. Reed have had similar concerns for some time. The following article summarizes some of their conclusions

    Citigroup's John Reed and Stanford's James March on management research and practice

    Get PDF
    Academy President's Executive Overview: One of my most pleasurable, though daunting, jobs as president of the Academy of Management in 1998-99 was to select the Distinguished Scholar and Executive of the Year. I was lucky enough to find two people who have been in conversation for some time about an issue that deeply concerns me. In my presidential speech, which will appear later this year in the Academy of Management Review, I outline changes in the way knowledge is being created - both in academic disciplines and in companies. I think these changes are changing the nature of business schools, and potentially jeopardizing their future. James G. March and John S. Reed have had similar concerns for some time. The following article summarizes some of their conclusions

    2015-2016 President\u27s Report

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    The Linfield College President\u27s Annual Report is a collection of information about the year in review, including academics, student life and athletics, enrollment, finances, philanthropy, and leadership

    International Economic Sanctions: Improving the Haphazard U.S. Legal Regime

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    The United States has resorted increasingly to economic sanctions as a major tool in its foreign policy. Recent targets include Panama, South Africa, Nicaragua, Libya, the Soviet Union, Poland, and Iran. These sanctions encompass controls on government programs (such as foreign aid), US. exports, imports, private financial transactions, and assistance by international financial institutions. In this Article, Professor Carter demonstrates that the present US. legal regime governing the use of sanctions for foreign policy reasons is haphazard and in need of reform. Current US. laws provide the President with nearly unfettered authority to cut off government programs and exports, but very little nonemergency authority in other areas, such as the regulation of imports and private financial transactions. This imbalance either skews presidential decisionmaking toward the use of easily imposed sanctions that might not be in the best interests of the United States, or encourages presidential declarations of dubious national emergencies to invoke his sweeping emergency powers. Professor Carter proposes thoroughgoing but selective reform of the present legal regime. He recommends correcting the disparity in the President\u27s nonemergency authority by substantially increasing the President\u27s authority over imports and private financial transactions, while reducing the control over exports. He also proposes trimming the President\u27s ability to employ emergency powers for imposing economic sanctions
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