The scientific case for magnetic field satellites

To make full use of modern magnetic data and the paleomagnetic record, we must greatly improve our understanding of how the geodynamo system works. It is clearly nonlinear, probably chaotic, and its dimensionless parameters cannot yet be reproduced on a laboratory scale. It is accessible only to theory and to measurements made at and above the earth's surface. These measurements include essentially all geophysical types. Gravity and seismology give evidence for undulations in the core-mantle boundary (CMB) and for temperature variations in the lower mantle which can affect core convection and hence the dynamo. VLBI measurements of the variations in the Chandler wobble and length of day are affected by, among other things, the electromagnetic and mechanical transfer of angular momentum across the CMB. Finally, measurements of the vector magnetic field, its intensity, or its direction, give the most direct access to the core dynamo and the electrical conductivity of the lower mantle. The 120 gauss coefficients of degrees up to 10 probably come from the core, with only modest interference by mantle conductivity and crustal magnetization. By contrast, only three angular accelerations enter the problem of angular momentum transfer across the CMB. Satellite measurements of the vector magnetic field are uniquely able to provide the spatial coverage required for extrapolation to the CMB, and to isolate and measure certain magnetic signals which to the student of the geodynamo represent noise, but which are of great interest elsewhere in geophysics. Here, these claims are justified and the mission parameters likely to be scientifically most useful for observing the geodynamo system are described

Is Organizational Democracy Worth the Effort?

Organizational democracy is frequently associated with increased employee involvement and satisfaction, higher levels of innovation, increased stakeholder commitment, and, ultimately, enhanced organizational performance. However, democratic processes can also absorb significant time and other organizational resources and bog down decisions, which may lead to reduced efficiency. This article summarizes the pros and cons of organizational democracy. It also introduces and integrates ideas from the three other articles in this special forum. In the end, we conclude that although the economic arguments for organizational democracy may be mixed, increased stakeholder participation in value creation and organizational governance can benefit both society and corporations. In fact, the corporation itself may be envisioned as a system of self-governance and the voluntary cooperation of stakeholders

Stakeholders, Social Responsibility, and Performance: Empirical Evidence and Theoretical Perspectives

The management of competing stakeholder interests has emerged as a significant topic in the management literature. Related issues are the relationship between stakeholder management and the perception that a firm is socially responsible, and the performance implications of both stakeholder management and social responsibility. Theory and models surrounding these issues are abundant, but empirical research is in an early stage. This research forum reports six excellent efforts to tackle fundamental ideas about stakeholders, social responsibility, and performance

Follow the Leader: Adoption Behavior in Food Retailers' Decision to Offer Fresh Irradiated Ground Beef

During the 14-month period from May 2002 to June 2003, approximately 10 percent of U.S. supermarkets began to offer fresh irradiated ground beef under the stores' own labels. Using a survey of supermarket store managers from this time period, this paper investigates the factors that influenced new product offerings and adoptions. Results from the adoption model show that factors associated with competition and structure in the food retailing industry play a strong role in the decision. Among other results, we find that variables relating to a competitor's adoption status and proximity significantly affect a store's decision to offer fresh irradiated ground beef.Marketing,

Adoption Behavior in Food Retailers' Decision to Offer Fresh Irradiated Ground Beef

During the 14-month period from May 2002 to June 2003, approximately 10 percent of U.S. supermarkets began to offer fresh irradiated ground beef under the stores' own labels. Using a survey of supermarket store managers from this time period, this paper investigates the factors that influenced stores' adoption of irradiated ground beef. Results from the adoption model show that factors associated with competition, merchandising philosophy, and structure in the food retailing industry play a strong role in the decision. Among other results, we find that variables relating to a competitor's adoption status and proximity can increase the likelihood of a store's adoption decision.Marketing,

Stakeholder Theory: Concepts and Strategies

The stakeholder perspective is an alternative way of understanding how companies and people create value and trade with each other. Freeman, Harrison and Zyglidopoulos discuss the foundation concepts and implementation of stakeholder management as well as the advantages this approach provides to firms and their managers. They present a number of tools that managers can use to implement stakeholder thinking, better understand stakeholders and create value with and for them. The Element concludes by discussing how managers can create stakeholder oriented control systems and by examining some of the important stakeholder-related issues that are worthy of future scholarly and managerial attention.https://scholarship.richmond.edu/bookshelf/1317/thumbnail.jp

Report of the panel on geopotential fields: Magnetic field, section 9

The objective of the NASA Geodynamics program for magnetic field measurements is to study the physical state, processes and evolution of the Earth and its environment via interpretation of measurements of the near Earth magnetic field in conjunction with other geophysical data. The fields measured derive from sources in the core, the lithosphere, the ionosphere, and the magnetosphere. Panel recommendations include initiation of multi-decade long continuous scalar and vector measurements of the Earth's magnetic field by launching a five year satellite mission to measure the field to about 1 nT accuracy, improvement of our resolution of the lithographic component of the field by developing a low altitude satellite mission, and support of theoretical studies and continuing analysis of data to better understand the source physics and improve the modeling capabilities for different source regions

Stakeholder Theory: The State of the Art

A variety of forces are changing the way managers and executives make sense of their responsibilities. Globalization has brought a larger variety of participants into contemporary businesses, technological innovation has increased the pace of change, and managers are discovering that their actions have the potential to affect a broader range of people all over the globe (Clement, 2005). Additionally, the pursuit of corporate objectives can be easily disrupted by the actions of unexpected groups. These challenges, driven by change and interconnectedness, reveal a need for managers and academics to re-think the traditional ways of conceptualizing the responsibilities of the firm. Fortunately, for the last 30 years a growing number of scholars and practitioners have been experimenting with concepts and models that facilitate our understanding of the complexities of today’s business challenges. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected business problems—the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed. In this article, we review the major uses and adaptations of stakeholder theory in a variety of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing. We also evaluate these uses in terms of how they help or hinder the original goals of stakeholder theory, and suggest future directions in which research on stakeholder theory can continue to provide useful insights into the practice of sustainable and ethical value creation

Stakeholder Theory As an Ethical Approach to Effective Management: Applying the Theory to Multiple Contexts

This article provides a brief overview of stakeholder theory, clears up some widely held misconceptions, explains the importance of examining stakeholder theory from a variety of international perspectives and how this type of research will advance management theory, and introduces the other articles in the special issue

[Introduction to] The Cambridge Handbook of Stakeholder Theory

In the decades since R. Edward Freeman first introduced stakeholder theory, which views firms in terms of their relationships to a broad set of partners, the stakeholder approach has drawn increasing attention as a model for ethical business. Edited by Freeman, alongside other leading scholars in stakeholder theory and strategic management, this handbook provides a comprehensive foundation for study in the field, with eighteen chapters covering some of the most important topics in stakeholder theory written by respected and highly cited experts. The chapters contain an overview of the topic, an examination of the most important research on the topic to date, an evaluation of that research, and suggestions for future directions. Given the pace of new scholarship in the field, this handbook will provide an essential reference on both foundational topics as well as new applications of stakeholder theory to entrepreneurship, sustainable business, corporate responsibility, and beyond.https://scholarship.richmond.edu/bookshelf/1374/thumbnail.jp