Missteps in Managing the COVID-19 Crisis

The Covid-19 pandemic surprised the world with the speed of its spread and caught nations woefully unprepared to contain the virus but in hindsight its arrival was readily predictable. Why did the warning signs for Covid-19 go unnoticed? Why did so many leaders fail to plan for a pandemic? And why did they not recognize the outbreak and respond effectively even after the pandemic was at their doorstep? This paper will seek to answer these questions by exploring six stages in crisis management: 1) preventing the crisis, 2) planning for the crisis, 3) recognizing the crisis, 4) containing the crisis, 5) returning the society to normal or non-crisis state, and 6) learning from the crisis. The paper uncovers missteps to aid society to better prepare for the next crisi

The Political Geography of Maine’s Economic Future: Cities and Their Metro Regions

Following a global trend that now has more than 55 percent of the world population living in cities and their metro regions, Maine’s economic and population growth are driven by our cities and the surrounding metro areas. The trend, however, will not meet Maine’s goal to attract a future workforce and reduce greenhouse gas emissions without regional solutions to housing, education, homelessness, climate adaptation, and public transportation. Meeting these challenges will require a loosening of attitudes about local control and an embracing of regional solutions to the critical issues inhibiting Maine’s economic growth. The political leadership of the state, cities, counties, and metro regions must develop new models to achieve greater density for affordable workforce housing and more public transit, including improved bus and new light-rail systems

Incubating Leaders in Maine

For a sparsely populated state, Maine has produced an extraordinary number of national, bipartisan leaders. What has made Maine an incubator for such leadership? Alexis de Tocqueville, the author of Democracy in America, provides useful insights into Maine’s culture as a breeding ground for its leadership. But rapid societal changes sweeping the country and the world—particularly globalization, urbanization, and the digitization of the economy—will inevitably alter Maine’s culture. This paper explores steps Maine might take to develop leaders in this new environment by preserving its past strengths and adjusting to these new challenges. Maine could overcome its north/south divide and play a role in developing leaders who would bring polarized sectors of the country together

Maine’s Workforce Challenges in an Age of Artificial Intelligence

Artificial intelligence will improve productivity, expand the economy, and significantly alter many jobs. To accommodate these changes, Maine will have to upgrade workforce skills in a rapidly changing economy. This article recommends policy proposals in response to the rise of artificial intelligence, including (1) training programs for current and displaced workers; (2) revamped postsecondary education programs to provide a wider group of students with the skills necessary in a postindustrial society; and (3) a much closer relationship between government, employers, and educational institutions to develop the future workforce for Maine. The paper also looks at the deliberations about workforce development in the early twentieth century as the United States transitioned from a largely agricultural economy to an industrial one for insights from the past in arriving at educational programs suitable for a postindustrial society

Growing Portland: Not Whether, but How

In the 400 years since European settlement, Portland has survived the ravages of war, invasion, pestilence, conflagration, and economic depression and recession. Once a renowned manufacturing, trade, and shipping center, it now enjoys what might be called a post-industrial renaissance as a vibrant center for the arts, education, entertainment, and banking, legal, and medical services; and is frequently cited as one of America’s best small cities. As a result, Portland is growing today and is positioned for more growth. The question, then, is not whether Portland will grow, but how well it will grow; or, how best to manage the growth that is now certain to come. Over the past six months Creative Portland, the Muskie School, the Portland Regional Chamber of Commerce, and the Portland Society for Architecture have collaborated to explore these questions. We find that successful cities today offer vast opportunity for employment and upward mobility, accommodate diverse peoples of all incomes and social classes, and ensure the availability of shelter, affordable to all. We conclude, first, that Portland today faces not one but two great challenges, workforce development and housing. Second, if Portland is to sustain its current prosperity and fulfill its vital economic role for all Maine, it must grow its workforce, broaden its property tax base, strengthen its schooling, expand its public transit, and – most importantly – create more housing and commerce along major thoroughfares and in select neighborhood centers on and off the peninsula. Third, if Portland is to retain and expand its attractiveness as a city, it must pay careful attention throughout to the matter of good urban design, learning from other successful cities

The Structural Elaboration of Board Independence: Executive Power, Institutional Logics, and the Adoption of CEO-Only Board Structures in U.S. Corporate Governance

This study builds on structural elaboration theory by developing a model to explain the adoption of board structures that appear to conform to the prevailing institutional logic, but which in fact contradict it. We test our theory with the case of CEO-only board structures, a formal increase in board independence that prior research has shown to lead to greater CEO entrenchment rather than increased shareholder value. Using an event history analysis of the Fortune 250 over a 27-year period, we examine three mechanisms that drive its adoption: executive interests, executive power, and elaboration opportunities. We show that the CEO-only structure is more likely to occur in firms in which a higher proportion of insiders predate the CEO, and in which the CEO has greater formal power and agenda control. We also find that powerful CEOs are more likely to realize the structural change following institutional opportunities, such as the passage of Sarbanes-Oxley (SOX), and organizational contingencies, such as positive changes in firm performance. By exploring the mechanisms leading to the proliferation of the CEO-only structure, our study contributes to sociopolitical perspectives on corporate governance, as well as to theories of institutional logics and structural elaboration

Enforcement of Contracts in Vietnam and the Risks of Bilateral Investment Treaty (BIT) Disputes

The Constitution in force (1992) consists of 147 articles divided into twelve chapters after a preamble, embodying the policy and legislation of Doi Moi. As for the political system, it is stipulated that: “The State promotes a multi-component commodity economy functioning in accordance with market mechanisms under the management of the State and following a socialist orientation. The multi-component economic structure with various forms of organization of production and trading is based on a system of ownership by the entire people, by collectives, and by private individuals, of which ownership by the entire people and by collectives constitutes the foundation.” This article provides an acute analysis of the structural and procedural provisions of the frameworks for contract enforcement in Vietnam, addressing both domestic and foreign transactional disputes and the key issues associated with these. The link between Doi Moi, and consequential integration with the international economy and the influence of collective interests stipulated in the Constitution are discussed in this article, and we also consider examples from other jurisdictions to provide both insight and an understanding into this relationship that defines contract enforcement in Vietnam

Greater Portland Tomorrow: Choices for Sustained Prosperity

Greater Portland Tomorrow: Choices for Sustained Prosperity is an action plan developed with Maine Economic Improvement Fund (MEIF) support in response to the questions, what are the critical challenges facing the region for sustainable prosperity, and how may these best be addressed by USM and other important regional actors? The report provides analysis and recommendations in the areas of workforce development, quality of place, regional infrastructure, government fragmentation, and public communication