Midtown Blocks planning study : Report of the advisory council of experts

33 pp. Maps, figures, appendices. Pblished May, 2001. Captured September 17, 2009.The charge to the ACE was sixfold: 1) review and assimilate the information provided in the research materials; 2) analyze and study the context of the Midtown Blocks; 3) gather input from stakeholders and concerned citizens, and 4) answer (as the ACE's own position paper) the same three core questions regarding Role, Use and Linkage posed to citizen groups and stakeholders. This position paper of the ACE provided them with the tools to offer 5) an evaluation of current proposals for the Midtown Blocks against the ACE's Role, Use and Linkage criteria; and 6) recommendations to the Mayor and City Council, the Planning Director and the Inter-Bureau Team, regarding a development concept and strategy for the Midtown Blocks. [From the document

Midtown Blocks planning study : Report of the advisory council of experts

36 pp. Bookmarks supplied by UO. Includes maps and figures. Published May, 2001. Captured November 16, 2007.[The document] provides a synopsis of the ACE [(Advisory Council of Experts)] activities and its recommendations. It is not at this time a document that has undergone public review. In its current form, it provides a contextual framework and a specific set of recommended actions focused in and around the Midtown Blocks. The ACE recommendations can provide a new platform for public discussion and action by the City. [From the document

Stakeholder Orientation and Corporate Reputation: A Quantitative Study on US Companies

Intangibles, such as corporate reputation, are increasingly considered the major source for value creation and company success. Given the importance of having a strong corporate reputation, new strategic and operational approaches are emerging to manage it, such as stakeholder-based practices. Relying on extensive data over a period of six years, this study develops and tests the relationship between stakeholder orientation and corporate reputation. Results show that the sign of the relationship is positive and statistically significant, supporting the view that a stakeholder-oriented disclosure strategy can be associated with a series of bottom-line benefits such as an improvement in corporate reputation

Lean Enough: Institutional Logics of Best Practice and Managerial Satisficing in American Manufacturing

This is an Open Access Article. It is published by Sage under the Creative Commons Attribution 4.0 Unported Licence (CC BY-NC). Full details of this licence are available at: http://creativecommons.org/licenses/by-nc/4.0/Rational choice theory has been widely criticized for its unrealistic assumptions that individuals have perfect information and computer-like information processing capability, which are used to maximize utility. Sociological institutionalism and the behavioral theory of the firm have developed complementary alternatives. I combine the two into a single model of information processing. Institutional logics are central to top-down (schema-driven) processes that focus attention and guide action. Satisficing—settling for good enough based on a given aspiration level—is critical to bottomup (feedback-driven) information processing. Here I show that two practices associated with the postfordist logic of the capitalist firm—lean production and worker empowerment—are deeply institutionalized as best practice in the American manufacturing field. Based on interviews with 109 individuals in 31 firms, I demonstrate how moderate aspiration levels and conceptual schemas associated with formerly dominant fordist institutional logics both function to limit the adoption of best practice