Disintegrating Customary International Law: Reactions to Withdrawing from International Custom

Withdrawing from International Custom, a recent article by Curtis Bradley and Mitu Gulati, has sparked interest and debate. Bradley and Gulati’s article, develops with significant nuance and detail that, naturally, can be best understood by a careful reading of their work. In essence, it proposes a modification in customary international law (CIL) doctrine – a change that would permit states to unilaterally exit from existing customary international law. This Essay will act as a brief reflection on that article. In Part I, it will explore the analogies Withdrawing makes between CIL and contract and will argue, first that CIL and contract are not analogous and, second, that even to the extent that contract demonstrates how other doctrinal areas order exits from legal relationships, contract illustrates the point that unilateral exit is a recognized abdication of the exiting party’s obligations and that exit gives rise to legal liability. In Part II, it explores the analogies Withdrawing makes between governments and agents in order to unpack some of the theoretical political theory constructs on which Withdrawing relies, and to explore the limitations Withdrawing sets on the proposal for unilateral exit. Part III of this Essay will make an affirmative argument for symmetry between CIL formation doctrine and CIL disintegration doctrine. The current proposal anticipates that CIL formation would remain unchanged, but exit for any given state would be far more expeditious than is contemplated by current CIL exit formulations. This Part will illustrate that this proposal violates a strong presumption in favor of symmetrical entrenchment

The theatre of cruelty: dehumanization, objectification & Abu Ghraib

A clumsy pyramid of kneeling men, naked apart from the hoods over their heads, with a smiling, fair-headed woman and a grinning man with a moustache, wearing green cleaning gloves; a slight woman with a blank expression and a man on the floor, on a limp leash; a hooded, robed figure, standing on a box with his arms outstretched and a pose similar to the crucifixion, with sinister wires behind him, and otherwise blank surroundings. A row of more hooded, naked men, forced to do sexual acts as a female prison guard (Lynndie England), tanned and wearing various shades of khaki, grins and does a thumbs up sign, pointing at him, her cigarette tilted and her expression not altogether different from Bonnie in Bonnie and Clyde. A man in uniform and a black beanie hat, sitting on an Iraqi prisoner. Another pyramid of naked detainees, with a man and women behind them, smiling arm in arm, as if they are standing by a caught wild boar or large fish, or a well-organised barbeque. The moustached man (Charles Graner), again smiling and giving a thumbs up sign, this time over a corpse, whose bloody eyes have been bandaged. A naked prisoner covering his ears, as several dogs bark at him, and soldiers watch on. Another prisoner chained to a bed-frame, with some underpants covering his face. These infamous scenes, shown in the Abu Ghraib photographs, shocked many people, and the perpetrators of the torture depicted were condemned by the relevant authorities. They transformed from clandestine mementos of hidden violence to records of an international scandal and evidence of serious crime. Their meaning changed depending on who saw them, how they were interpreted, what reactions they provoked, and the rulings of the courts regarding the people involved. They went from being private victory shots, to an international public relations disaster, to evidence of breaking of the Geneva Convention.Publisher PD

La Dame aux Camelias’ Effect on Society’s View of the “Fallen Woman”

Alexandre Dumas’ play, La Dame aux Camelias presents Marguerite Gautier, a “fallen woman,” as having redeemable qualities which challenged both society’s condemnation of the “fallen woman” and led to a more realistic portrayal of life on the stage and in literature as a whole

Gender and Education as Determinants of Household Poverty in Nigeria

Gender, Education, Poverty, Nigeria, Households

Enhanced financial mechanisms for post 2012 mitigation

Despite the many calls to reform the CDM, its conceptual underpinnings are strong and it will most likely survive in the post-2012 climate regime. Some modifications may be considered in the short term to strengthen the effectiveness and transparency of the mechanism without modifying the Marrakesh Accords. In the medium term substantially increased mitigation efforts in developing countries may require a combination of three possible financial mechanisms: the current activity-based CDM albeit improved, a second market mechanism that would seek to improve the long term emission trends of developing countries by promoting broad based emission reduction programs primarily in the private sector, and a third financial mechanism outside of the market which would be an incentive for the adoption of policy changes leading to a low carbon path, but where emission reductions would not be used as international offsets.Environmental Economics&Policies,Carbon Policy and Trading,Montreal Protocol,Energy and Environment,Environment and Energy Efficiency

Do Public Ph.D.-Granting Economics Departments Invert Salaries?

This study analyzes a unique data set containing current salary and detailed job history information on a sample of 902 individuals drawn from 43 public U.S. Ph.D.-granting departments of economics. An analysis of current salaries by academic rank shows that 25% of Assistant Professors earn more that 50% of Associate Professors and 25% of Associate Professors earn more than 25% of Full Professors. Regression analysis suggests that salary inversion is most likely to exist between Associate and Assistant Professors and is more prevalent in lower ranked programs.Salary Inversion

Learning in and of corporate venture capital organizations in Germany: industry structure, companies' strategies, organizational learning capabilities

Based on responses from 20 corporate venture capital organizations (CVCs) in Germany, we examine the goals, degree of autonomy, fund structure, and main investment criteria underlying the venture strategies of CVCs in Germany today as well as how the CVCs have performed strategically and financially. Further we focus on what CVCs did learn based on their experience and which strategic approach to corporate venture capital is most likely to lead to high performance. The main findings are that an organization’s deal experience tends to influence the selection of strategic as opposed to financial goals and affects CVC performance. Individual experience has partly an additional effect on CVC performance. CVCs pursuing an approach that emphasized financial more than strategic goals have more experience at transacting deals and are financially – and sometimes strategically – more successful than CVCs that focus mainly on strategic goals. These results support conclusions drawn by Siegel, Siegel, and MacMillan (1988) and thereby challenge the findings that Gompers and Lerner (1998) reported for the German market in question. We discuss the limitations and contributions of our findings and provide directions for future research. -- Anhand von 20 Corporate Venture Capitalist Organisationen (CVCs) in Deutschland untersuchen wir die Ziele, das Ausmaß an Entscheidungsautonomie, die Fondsstruktur sowie die wichtigsten Investitionskriterien, die den Strategien der CVCs in Deutschland zugrunde liegen; und wir gehen der Frage nach, wie erfolgreich die CVCs in strategischer und finanzieller Hinsicht waren bzw., ob sie ihre Ziele erreicht haben. Darüber hinaus richten wir unser Augenmerk darauf, was CVCs basierend auf ihren Erfahrungen gelernt haben und welcher strategische Ansatz für das Corporate VC-Geschäft allgemein der erfolgversprechendste ist. Die Hauptergebnisse machen deutlich, dass die Transaktionserfahrung der CVCs, die Wahl der grundsätzlichen Zielrichtung – strategische vs. finanzielle – ebenso beeinflusst, wie den CVC-Erfolg. Die individuelle Erfahrung hat nur teilweise einen zusätzlichen Einfluß auf den CVC-Erfolg. CVCs, die überwiegend finanzielle gegenüber strategischen Zielen verfolgen, verfügen über mehr Transaktionserfahrung und sind finanziell – teilweise auch strategisch – erfolgreicher als CVCs, die vorwiegend strategische Ziele verfolgen. Diese Ergebnisse stützen Erkenntnisse von Siegel, Siegel und MacMillan (1988) und stellen damit anderslautende Ergebnisse von Gompers und Lerner (1998), zumindest für den deutschen CVC-Markt, in Frage. Wir diskutieren den Beitrag unserer Ergebnisse und liefern Ansätze für zukünftige Forschung.

Corporate venture capital organizations in Germany: a comparison

This paper analyzes the goals, the organizational structures and processes, and the investment criteria that underlie venture strategies in Germany today, using a sample of 20 corporate venture capital organizations (CVCs). The performance of these CVCs is examined and the data are compared with those generated by studies on German independent venture capital organizations (VCs) as well as with European and U.S. CVCs. The study concludes that German CVCs focusing either on financial or on strategic objectives are more successful than those with a mixed approach. Further, CVCs with a strong financial focus seem to be financially - and sometimes also strategically - more successful than CVCs with a strong strategic focus. Finally, based on these findings, theses concerning the CVC's organizational learning are developed. -- Anhand von 20 Corporate Venture Capital Gesellschaften (CVCs) in Deutschland analysieren die Autorinnen im vorliegenden Papier deren Ziele, Organisationsstrukturen und -prozesse sowie deren Investitionskriterien. Es wird zum einen der finanzielle und strategische Erfolg dieser CVCs untersucht, zum anderen werden die Ergebnisse mit Daten deutscher klassischer VCs sowie europäischer und U.S. CVCs verglichen. Die Kernaussage der Studie ist, dass deutsche CVCs, die sich entweder auf strategische oder auf finanzielle Ziele konzentrieren, erfolgreicher sind als solche, die beide Ziele gleichermaßen verfolgen. Desweiteren wird deutlich, dass die CVCs mit einem überwiegend finanziellen Ansatz finanziell - und zuweilen auch strategisch - erfolgreicher zu sein scheinen als CVCs mit einem überwiegend strategischen Investitionsfokus. Abschließend werden - auf diesen Ergebnissen basierend - Thesen zum organisationalen Lernverhalten der CVCs entwickelt.