Alex was Ian's five-year-old son: brilliant, earnest, and compassionate. He is dead now, but Ian can't let him go. When his wife urges him to move on, he drives her away. His performance at work coll
The Novgorod region of Russia is a sparsely populated area about the size of Ireland better known for its medieval archaeology and folklore than for anything else. Although Novgorod began the post-So
Nicolai C. Striewe analyzes potential opportunistic behavior of REIT managers and provides empirical evidence on the effectiveness of institutional monitoring as a corporate governance mechanism. The
A more ethical economic system is now possible, one that rectifies the crisis spots of our current downturn while balancing the injustices of extreme poverty and wealth. Adam Arvidsson and Nicolai Pei
The waters of the North Sea are among the roughest in the world. Ingo Gebhard (* 1966 on Wangerooge), a native of the region, captures the force of nature in his landscape photography, for which he ha
Published in Copenhagen in 1879, this Cambridge edition is the third edition of Cicero's De Finibus by Johan Nicolai Madvig (1804–1886), first published in 1839. A Danish politician and leading classical scholar at the University of Copenhagen, Madvig was critical of what he considered careless German scholarship, and he sought a return to a truer manuscript tradition. His work focussed on Cicero and culminated in the first edition of De Finibus, which defined the standard for sound textual criticism. De Finibus Bonorum et Malorum (On the Ends of Good and Evil) is the most extensive of Cicero's works, in which he criticises three ancient philosophical schools of thought: Epicureanism, Stoicism, and the Platonism of the Academy of Antiochus. This third edition contains a revised preface outlining Madvig's method of ranking texts, and the five books of De Finibus.
A new , important and pragmatic vision on what the job of the boss is in an age of lean/flat/agile organizations, self-organizing teams, and mass collaboration, .when bosses are expected to disappear, countering conventional wisdom of the media and management gurus.People in the business world are struggling to adapt to a rapidly changing economy. Beset by transformational forces, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. t’s easy to be seduced by futurist fantasies where every company has the culture of a startup, where employees in wacky, whimsical office settings champion the end of old-fashioned corporate hierarchy. Autonomous employees liberated from hierarchies and bosses that oppress people, we are told, are the foundation for breakthrough performance. Be careful what you wish for say Nicolai Foss and Peter Klein. In their important rethinking of the crucial nature of hierarchy and how to be a boss today, they
