1970, 1925, 2009. Whistling in the stadium as a form of protest

The discovery and documentation of a clandestine handbill dating from the end of Franco's regime calling on supporters to whistle in protest at the dictator at the Camp Nou provides the departure point for a revision of the relation between football as the game of the masses and citizen protest in the case of Catalan political (and sporting) culture of the twentieth and twenty-first centuries. It is based on antecedents and more recent cases of protests at big sporting events, in view of the continuing use of whistling at anthems or government authorities under different political regimes

Transaction Streams: Definition and Implications for Trust in Internet-Based Electronic Commerce.

In this paper we analyze how transactions related to the exchange of goods and services are being performed on the Internet. The adoption of electronic markets in an industry has a disintermediation potential because it can create a direct link between the producer and the consumer (without the need for the intermediation role of distributors). Electronic markets lower the search cost, allowing customers to choose among more providers (which ultimately reduces both the costs for the customer and the profits for the producer). In this paper we contend that electronic markets on the Internet have the opposite effect, resulting in our increase in the number of intermediators. We introduce transaction streams, which model how transactions are being conducted and help explain the types of new intermediators that are appearing on the Internet. We also describe mechanisms by which companies are exploring ways of extending transaction streams. To illustrate the model and validate our findings, we analyze transaction streams in the insurance industry and review associated concepts such as trust and brands.transactions; electronic markets;

Steelscreen.com: Why IT is NOT Everywhere in B2B and the Role of the CEO in IT

This case is intended to serve as the basis for one or two sessions of an introductory information technology course at the MBA level or for one session in a senior executive program. The aim is to address what needs to be known by general managers in terms of technology and at the same time serve as an introduction for those that want to deepen their knowledge of business-to-business technologies. Thus, it is intended to cover basic technology principles and concepts essential for any CEO/MBA. It also covers key business concepts that are impacted by information technology such as industry convergence and B2B. The approach we suggest be taken with this case is an integrative one where both technology and business concepts are intermingled throughout the class discussion. An essential ingredient of this approach is to provide a business rationale for why technology matters, using this case in the first session before drilling-down into the more specific technology details of XML and metadata in a possible second session. We have worked on other cases to extend this approach to a full-scale introductory MBA/senior executive class. There are two unique features of this approach. First, it is neither technology centric nor business centric. Instead, it links executive decisions with solid information technology fundamentals. Second, our approach is concise, not requiring more than 200 pages of core case material for a full 25 session course. We believe this is an important feature because an MBA audience generally does not go into a CIO career path and will therefore not be able to afford the amount of time a longer approach would require