Monthly Archive for December, 2009

Published
by
kathryn
on December 20, 2009
in Journal
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The eleventh issue of Volume 9 of The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 9, Number 11 contains:

The Incomparable Economist

Published
by
audreyl
on December 18, 2009
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From Paul Krugman, Vox.

There have been hedgehogs; there have been foxes; and then there was Paul Samuelson.

I’m referring, of course, to Isaiah Berlin’s famous distinction among thinkers – foxes who know many things, and hedgehogs who know one big thing. What distinguished Paul Samuelson as an economic thinker, making him like nobody else, past or present, was the fact that he knew – and taught us – many big things. No economist has ever had so many seminal ideas.

With a little help from Google Scholar, I’ve compiled a list of some of Samuelson’s big ideas. I say “some” because I’m sure it’s not complete. But anyway, here are eight – eight! – seminal insights, each of which gave rise to a vast and continuing research literature:

1. Revealed preference: There was a revolution in consumer theory in the 1930s, as economists realised that there was much more to consumer choice than diminishing marginal utility. But it was Samuelson who taught us how much can be inferred from the simple proposition that what people choose must be something they prefer to something else they could have afforded but don’t choose.

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The Rise of the Hybrid Company

Published
by
audreyl
on December 14, 2009
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From The Economist

Sometimes confusion can be as instructive as precision. The travails of Dubai Inc have left commentators struggling for the right phrase to describe Dubai World and its various siblings. They have come up with various formulations—state-controlled, state-supported, quasi-state, parastatal—without ever quite capturing what they are talking about. And Dubai is not the only place that is challenging the business vocabulary in this way.company

Wherever you look you can see the proliferation of hybrid organisations that blur the line between the public and private sector. These are neither old-fashioned nationalised companies, designed to manage chunks of the economy, nor classic private-sector firms that sink or swim according to their own strength. Instead they are confusing entities that seem to flit between one world and another to suit their own purposes.

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Management Journal, Volume 9, Number 10 available

Published
by
kathryn
on December 7, 2009
in Journal
. 0 Comments

The tenth issue of Volume 9 of The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 9, Number 10 contains:

Is AOL Trading One Obsolete Business Model for Another?

Published
by
audreyl
on December 4, 2009
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. 0 Comments

From, Matt Pressman Vanity Fair.

AOL went from pioneering powerhouse to laughed-at laggard when changing technologies made their business model of charging people for e-mail accounts and Internet access obsolete. So now they are remaking the company with an entirely different strategy: selling ads against original content produced by an army of well-paid professional journalists. Unfortunately, that’s the same business model that has driven America’s newspapers to the brink of ruin.

When most people think of AOL, they think of it as the e-mail provider for people who aren’t with it enough to switch to a free service such as Gmail. But while the bulk of AOL’s revenue still comes from its old-school subscribers, the company’s future is in the content business (with a sideline in social networking). In advance of its long-awaited split from Time Warner, which will occur next month, AOL has been on a hiring-and-acquisition spree. It now owns upward of 75 niche blogs and news sites, including DailyFinance.com, Engadget.com, and Fanhouse.com, staffed in large part by reporters who used to work in print. C.E.O. Tim Armstrong said at a conference last month that AOL employs more than 3,000 journalists.

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