Wednesday 31 March 2010

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  • Sales Rank: #5672496 in Books
  • Published on: 1900
  • Binding: Paperback

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Saturday 27 March 2010

[V550.Ebook] Get Free Ebook Prep School Experiment: Standalone YA romance (Experiment #2), by Emily Evans

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Prep School Experiment: Standalone YA romance (Experiment #2), by Emily Evans

Prep School Experiment (YA contemporary romance)

At boarding school, Kaitlin made real friends and became a part of a team. And she met Rhys. Hot. Wicked. Her Soul Mate. She was one day away from turning him into her boyfriend when she accidently drugs everyone with the science professor’s experimental compound.

Their athletic skills improve. Their mental skills improve. Then the professor tries to destroy the evidence. Them. Kaitlin lies to her parents to cover everything up and ruins her chances with Rhys. Boarding school is over and it’s back to Shay Prep in Manhattan.

But she’s not going alone. She’s headed there with a pissed off Rhys who has zero interest in becoming her boyfriend. Welcome to Prep School.

  • Sales Rank: #319101 in eBooks
  • Published on: 2013-11-24
  • Released on: 2013-11-24
  • Format: Kindle eBook

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4 of 4 people found the following review helpful.
I couldn't have been more disappointed
By flufflesmcboom
After reading 'The Boarding School Experiment' and ' Whenever' I was all ready to read about bad boy Rhys. I was completely taken by the brilliant scientist with trailer park instincts and honor. I completely enjoyed the boy who really just enjoyed blowing things up. Instead of reading about the boy who blazed his own path and did what he wanted, what he felt was right. I ended up with a preppy little stuffed shirt who did what he was told. I can't think of a worst way Emily could have castrated Rhys. Making him respectable completely changed my attraction to him. I don't see why he couldn't have been the senators son and his own person. The character change was inexcusable. Making the build of Rhys in the other stories unnecessary. The story itself was only okay and I really wished she could've gotten outside perspective before she wrote this. Trust me, Emily I am a fan, and I will continue to buy your books. But I can't stand that you created such a great complicated character like Rhys and completely emasculated him.

A much better story would have included a theme of Kaitlin's goodness and charm softening Rhys's heart. because he was a man full of distrust and disappointment. Maybe even one that pulls them together because of the side effects of the drugs. It talked about him needing to around her in 'The Boarding School Experiment'. Something Emily never really addressed. Overall I couldn't enjoy the book like I really wanted because of the change in Rhys. Sad really, because it really could've been a good sequel.

3 of 3 people found the following review helpful.
Loved Hearing Rhys's story
By Jenn
About the only issues I had for the book are that one I reread The Boarding School Experiment directly before starting this and I could have sworn the speakers of some of the statements in the recreated scenes were different. Not the words that were said but who said them so that bugged me. Also not so much a negative thing but I want more, not just of Rhys and Kaitlin, but of all four leading characters from The Boarding School Experiment which I definitely feel should be read prior to reading this book. The things brought up about the changes in Rhys and Kaitlin in Prep School Experiment bring me more questions about Elena and Thane that I'd really like to see answered. I know Kaitlin and Rhys were actually matched but it was mentioned in The Boarding School Experiment that Thane had the same calming affect on Elena as Kaitlin has on Rhys so that gives me the impression that had there been a new testing Elena and Thane would have been pretty high on the compatibility scale as well and I can't help wondering if this is true and if they have similar dreams to what Rhys and Kaitlin experience in this book. Also with the twist near the end with who all the villains are it makes me question if even though the vitamins stopped that those who remained at the school weren't still getting the drug in their food at the school. Especially considering who was the first to awaken at the end. This hasn't been addressed in the story so I'd like to see another one in this series which does address that and also address which changes from that experiment will stay with them and which won't. I realize that's not so much a love story but the premise behind this series is so intriguing that I really feel it's been under explored and I'd like to see more with the primary characters of the first novel still as the focus of the book. I'm one of those people that really doesn't like it when I'm stuck with so many questions without answers at the end of a story so it's positive in that I'd like to see more but negative in that I'm irritated because I don't feel I've seen enough. On a more positive note there were a couple of intriguing secondary characters introduced in this story that I'm also hoping we see more of. She mentions Thayer who is this giant contradiction, he behaves like an outsider but is the most sought after guy in school. He's got this rich messed up background and personality that was brought in just enough to kind of taunt you to want to know more about him, but not enough to really know him. There's also Christian, Rhys's twin who just found his long lost switched at birth raised on the wrong side of the tracks and scientifically enhanced counterpart and doesn't seem to have that much of any emotional reaction to it from the outside. Again Evans sets of this rich premise for a character just enough to drive you nuts wanting to know more. I truly hope to see Thayer and Christian get stories in the future especially if those stories involved Kaitlin, Elena, Thane and Rhys as involved secondary characters because beyond the rich teaser characters they present here they would also offer an outside view of the experiment from this series and what being around those kids is like for an outsider, are they different in anyway? Plus I feel the concept of the long lost missing twin was really under explored here as well. It's a good story, a great follow up the The Boarding School experiment but it has a lot of under explored characters, plot lines and concepts that I wish we'd seen more of in this story and I hope to learn more of in future stories from Evans. I think that's my biggest issue is that I end a book that while it provides an end leaves me with just too many curiosities and what ifs.

2 of 2 people found the following review helpful.
Very, very disappointing
By Lexar
One 2 star review mentioned the drastic change in Rhys, but my disappointment with the book was about much more than that. The book awkwardly starts before/during #1, and while some things are verbatim, other parts of dialogue and entire scenes are skipped over entirely without any mention at all.
The characterization was absolutely atrocious, especially since I've seen a much better job in her other books. Kaitlin was boring and a doormat, who managed to be unique and yet completely unimportant at the same time. New characters were one dimensional, stereotypical, and quite often contradictory. And I have a theory that the Rhys from #1 was secretly switched with a different character in this book because there was practically no similarity between them. No hint of rebellion or explosions, not even a casual interest in science. And he went from being a misunderstood and troubled--but ultimately good guy to an all-around jerk. I wanted to smack him more than I wanted to read about him. Such a disappointment.
And the plot was as much of a let down. I wish they had stayed in Alaska, I wish Rhys wasn't secretly the son of a senator, I wish Rhys didn't go crazy. The whole plot with the family was cliche, unnecessary, poorly done, and directly led to the ruin of Rhys's character. I don't understand why his parentage actually had to be a secret (the explanation, when you think about it, makes no sense), I have no idea why the weird sci-fi element with the dreams had to exist, I apparently don't understand rich people romantic logic, and I really couldn't get past the cheese and stupidity of the ending. It felt like an entirely different author.

Also, I just need to rant that Trallwyn Prep is not a place within that town. First, a small town would not have enough people to have two different high schools. Second, Thane's family essentially owns the town--if there was a school for the elite, that's where he would be. But he isn't, because he goes to Trallwyn high with...(insert gf's name here). Therefore, every mention of this school is a lie./rant over/

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PAPERBACK

  • Published on: 1615
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Wednesday 17 March 2010

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The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public, by Lynn Stout

Executives, investors, and the business press routinely chant the mantra that corporations are required to “maximize shareholder value.” In this pathbreaking book, renowned corporate expert Lynn Stout debunks the myth that corporate law mandates shareholder primacy. Stout shows how shareholder value thinking endangers not only investors but the rest of us as well, leading managers to focus myopically on short-term earnings; discouraging investment and innovation; harming employees, customers, and communities; and causing companies to indulge in reckless, sociopathic, and irresponsible behaviors. And she looks at new models of corporate purpose that better serve the needs of investors, corporations, and society.

  • Sales Rank: #205321 in Books
  • Published on: 2012-05-07
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.50" h x .38" w x 5.62" l, .43 pounds
  • Binding: Paperback
  • 120 pages

Review

“A must-read for managers, directors, and policymakers interested in getting America back in the business of creating real value for the long term.”
—Constance E. Bagley, Professor, Yale School of Management; President, Academy of Legal Studies in Business; and author of Managers and the Legal Environment and Winning Legally

“A compelling call for radically changing the way business is done…, The Shareholder Value Myth powerfully demonstrates both the dangers of the shareholder value rule and the falseness of its alleged legal necessity.”
—Joel Bakan, Professor, The University of British Columbia, and author of the book and film The Corporation

“Lynn Stout has a keen mind, a sharp pen, and an unbending sense of fearlessness. Her book is a must-read for anyone interested in understanding the root causes of the current financial calamity.”
—Jack Willoughby, Senior Editor, Barron’s

“Lynn Stout offers a new vision of good corporate governance that serves investors, firms, and the American economy.”
—Judy Samuelson, Executive Director, Business and Society Program, The Aspen Institute

About the Author

Lynn Stout is the Marc and Beth Goldberg Distinguished Visiting Professor of Law at Cornell Law School. Her work on corporate theory was cited by Supreme Court Justice John Paul Stevens in his dissent in Citizens United.

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23 of 24 people found the following review helpful.
If you own stock, invest in companies, or are starting a new business, read this book!
By Mal Warwick
If you so much as skim the business pages in a newspaper, there's little doubt you've heard it said or seen it written that corporate officers and directors are required by law to maximize shareholder value and that they're subject to lawsuits if their decisions favor any other stakeholder such as employees, customers, or suppliers over profit. The well-entrenched view that shareholders are paramount is widely regarded as the cornerstone of contemporary business law -- and it's flatly untrue.

In The Shareholder Value Myth, business law professor Lynn Stout proves this point, citing chapter and verse in court decisions going back more than a century. "So long as a board can claim its members honestly believe that what they're doing is best for `the corporation in the long run,' courts will not interfere with a disinterested board's decisions -- even decisions that reduce share price today." Having laid the legal groundwork, Stout then proceeds to explain how this mistaken view of shareholder primacy is bad for business.

"Put bluntly," she writes, "conventional shareholder value thinking is a mistake for most firms -- and a big mistake at that. Shareholder value thinking causes corporate managers to focus myopically on short-term earnings reports at the expense of long-term performance; discourages investment and innovation; harms employees, customers, and communities; and causes companies to indulge in reckless, sociopathic, and socially irresponsible behaviors." Among the examples Stout cites is the Gulf oil spill, caused by excessive cost-cutting on the part of BP. "In trying to save $1 million a day by skimping on safety procedures at the Macondo well, BP cost its shareholders alone a hundred thousand times more, nearly $100 billion." Q.E.D.

Stout deftly demonstrates that this irrational focus on shareholder value has been harmful in other ways as well. For example, "[b]etween 1997 and 2008, the number of companies listed on U.S. exchanges declined from 8,823 to only 5,401." Of several factors that help explain this trend, shareholder primacy clearly stands out. Smart people know that there's more to success in business than a rising stock price.

The origin of this misguided notion lies in the thinking of the so-called Chicago School of free-market economists best known through the work of the late Nobel Prize-winner Milton Friedman. Friedman had written a book in the 1960s that highlighted the idea, but it was his essay in 1970 in the New York Times Magazine that gained wide attention. There, he "argued that because shareholders `own' the corporation, the only `social responsibility of business is to increase its profits.'" Stout argues that "shareholders do not, and cannot, own corporations . . . Corporations are independent legal entities that own themselves, just as human beings own themselves." Shareholders merely own shares of stock that constitute a contract with the corporation to receive certain financial benefits.

They're not in charge of the show, either. Some lawyers and economists writing after Friedman contended that shareholders appoint the directors as their agents. This too, Stout contends, is mistaken. She devotes two chapters to prove that this description of shareholders as principals "mischaracterizes the actual legal and economic relationships among shareholders, directors, and executives in public companies . . . Moreover," Stout writes, this assumes "that shareholders' interests [are] purely financial," when in fact shareholders may have any one of a great many different reasons for buying and holding shares in a company.

A fair portion of The Shareholder Value Myth is focused on analyzing the impact of several popular measures promoted by shareholder advocates, the SEC, and Congress over the past two decades: "de-staggering" boards, so that all directors may be removed at once; giving shareholders the right to circulate proxies to all other shareholders on issues of interest; and equity-based compensation. Ask yourself: How often have shareholders removed the entire membership of a corporate board with a single vote? And how often have shareholders of a public company -- other than corporate raiders or hedge funds -- successfully obtained proxies to overturn a corporate board policy? You can guess the answer to those questions. But the very worst impact of these efforts to strengthen the shareholders' hand has come from the popularity of equity-based compensation. "In 1991, just before Congress amended the tax code to encourage stock performance-based pay, the average CEO of a large public company received compensation approximately 140 times that of the average employee. By 2003, the ratio was approximately 500 times." That policy isn't the only factor to account for this dramatic rise in the ratio, but it's certainly a major one. And it only seems to work on the upside. How many times have you read about board decisions to lower a CEO's pay in proportion to the decline in its stock price the past year? You probably know the answer to that one, too.

The Shareholder Value Myth is an important contribution to a growing body of thought that seeks to re-conceive the role of the corporation in a more expansive manner commensurate with its growing importance in contemporary society.

9 of 9 people found the following review helpful.
Executives and boards, take note. One Cornell law professor argues that over-reliance on share price can lead to pro
By Frazer Rice
[...]

Anyone who has spent any time employed by a public company quickly learns the phrase “in the best interests of the shareholders.” It is used to justify decisions on issues including (and certainly not limited to) strategy, resource allocation, risk, personnel, marketing and reputation. “In the best interests of the shareholders” – much like that booming voice in the “The Wizard of Oz” – always bellows forth from the walled-off chambers of upper management, conveying an unambiguous intention that it should (or must) reverberate from top to bottom, ultimately finding its way into every corporate message and mission statement.

Enhancing shareholder value has become THE indispensable corporate sound bite: difficult to refute, extremely convenient and containing a uniquely disarming aura that quite successfully disguises a dangerously na�ve lack of nuance. After all, if a company’s share price is going up, what could the problem possibly be, right? Shareholders and, by extension, management, employees, regulators, vendors and other constituents (pretty much anyone without a short position) ought to be happy. Besides . . . if everybody is saying it . . .

Thankfully, even when it comes to Gospel-esque axioms like shareholder value, the financial world still has fearless and eloquent contrarians. In this case, Lynn Stout, a professor at Cornell University Law School, specializing in corporate and business law, has written an insightful new book entitled, “The Shareholder Value Myth.” She boldly challenges this orthodoxy – and does so from multiple angles.

From the first page to the last, it becomes easier and easier to understand how and why Ms. Stout has earned significant stature in the world of business/legal academia. She’s certainly no pushover. Indeed, she has received serious shout-outs from some of the toughest players in the field – people like Martin Lipton, one of the original “majordomos” of bare-knuckled M&A warfare (and a co-founder of the storied Wall Street law firm Wachtell, Lipton & Rosen and Katz). Jack Willoughby, a senior editor at Barron’s is another distinguished admirer – and just one more among a phalanx of similarly formidable devotees in the fields of law, business and corporate governance.

As Ms. Stout’s title suggests, this volume’s core thesis is that dogmatic adherence to “Shareholder �ber Alles” (more politely known as “Shareholder Primacy”) doesn’t just get it wrong in the conventional sense. In reality, she argues, it can lead to disaster. Think Enron. Think Lehman Brothers. Maybe even think Fukushima or BP’s (now thoroughly deceased) “Deep Water Horizon.” This isn’t a book that pulls its punches. Ever.

Stout begins with a robust inquiry into the various legal bromides used to support the notion that public company boards are legally bound to put shareholders first in all conditions. Toward that end, she carefully dissects some of the truly game-changing cases in the history of American corporate law (e.g., Dodge v. Ford, Airgas, Unocal, MacAndrews, etc.) deftly separating dicta from binding law. Stout’s primary point here is that the “Business Judgment Rule” remains an equally critical factor in legally sanctioned corporate decision-making. Hence, when management and boards claim they’re “just following the law” by prioritizing shareholders, Lynn’s retort is that they’re actually only following part of the law. And, if you’ve ever seen what a typical Fortune 500 company pays in legal fees, then something must be seriously amiss.

Stout next bolsters her assault by punching some very large holes in the “principal-agent model” that purports to serve as the basic foundational governance structure of public corporations. In particular, she explains that three of the most commonly held assumptions about “shareholding” require immediate and substantial reevaluation:

MYTH: “Shareholders own corporations.”

REALITY: Corporations are legal entities in their own right. Shareholders own stock in corporations. Stock is a contract between a shareholder and a corporation that sets out a limited set of rights in a limited set of circumstances

MYTH: “Shareholders are residual claimants in corporations, meaning that they receive all profits left over after a company’s contractual obligations to its creditors, employees, customers and suppliers have been satisfied.”

REALITY: Of course, this is really just a watered-down version of Bankruptcy Law 101 – but you’d sure never know it by listening the accepted “wisdom” spouted by our corporate elite. The fact is that (outside an actual Chapter 11 proceeding) the board of directors makes the decision on what to do with excess revenue or profits. These profits do not automatically belong to the shareholder. (They may not even be desirable! Back in the dot-com late 90’s, many investors viewed companies that paid dividends as laggards that couldn’t grow — How times have changed . . .) The board can certainly pay dividends to shareholders, but they can also decide to use excess revenue for other important efforts like retaining employees, investing in new technologies, gaining additional market share, reserving funds for losses and plenty of other functions (as long as the board is not deemed to be wasting assets).

MYTH: “Shareholders are principals who hire directors and executives for the express purpose of producing value on their behalf.”

REALITY: That’s just not how the real world functions for public companies of ANY size. Stout notes that share price, as an indicator of management/board performance, is merely a sort of “shorthand” – and even more importantly – the ONLY day-to-day indicator (most) shareholders can look to when evaluating performance (obviously there are also annual meetings, quarterly reports, conference calls, analyst reports, etc…) Stout’s message, however, is that neither share price nor these other forms of information remotely approach the knowledge ordinarily understood to be possessed by a genuine “principal.”

Quick thought experiment: consider the term “insider trading.” Obviously the average shareholder is not an insider anymore than the average principal could do his or her job effectively without being an insider. In sum, the word “shareholder” itself (and there’s more on this below) has grown so broad that it has ceded much if not all of its original meaning.

These myths and realities are certainly no laughing matter. Oversimplifying key relationships between shareholders, board members and management can easily infect even the best companies with a severe case of “groupthink.” It is precisely that groupthink that turns so many of our offices into “Dilbertian” bureaucracies – entities increasingly incapable of delivering on the creativity of their founders. More importantly (and distressingly), “groupthink” also risks generating inaccurate market valuations by promoting phenomena like “revenue smoothing” and other accounting and management gimmickry designed to maintain a slow, steady upward trend in share price. Moreover, there are few things more helpful for would-be fraudsters than internal misunderstandings and miscommunication.

Once the legal and factual underpinnings of the “Shareholder �ber Alles” model have been thoroughly deconstructed, Stout turns her fire directly on those who continue to argue that traditional reliance on shareholder primacy wouldn’t have become so profoundly ingrained if it didn’t somehow produce better results than its alternatives. To the contrary, declares Stout, there is solid evidence – traditional or not – that unsophisticated and erroneous approaches to corporate governance and strategy are frequently the most common causes of share price destruction.

For example, Stout cites the stunningly poor decision-making within the banking sector that did so much damage during the 2008 financial crisis. In retrospect, it does indeed seem reasonable to suggest that the label “financially sophisticated individual” – applied to so many of Wall Street’s (former) titans – turned out to mean something much more akin to “financial zombie.”

Let’s be honest – if you stumble around in the dark and can’t be stopped until you run out of flesh to eat (or have your brain removed – just a technical detail for zombie fans out there . . .) it’s a frighteningly apt description. And in 2008, it took our government far too long to begin that whole “brain removal” part of the job. Or should that have been the task of shareholders? Was management really focusing on shareholder value when they (allegedly) gave the green light signaling that internal trading desks should begin bundling sub-prime mortgages? How about using investor assets as casino chips? Again, we can now clearly see that those tempting “traditional” assumptions about corporate shareholder relationships sure don’t fare too well under the klieg lights of history.

Digging ever deeper, Stout relentlessly investigates the word “shareholder’s” loss of practical meaning. To Stout, the term’s usefulness has been diminished well beyond the basic myths about ownership and corporate structure noted earlier. The different types and motivations of shareholders are equally, if not more, vital pieces of the puzzle. Speculators, investors, high frequency funds, short-side raiders, day-traders, activists, and those holding a controlling stake (to name just a few of the varying shareholder subsets) each have widely differing goals. They exercise correspondingly differing types of behavior. Grouping such shareholders together makes as much sense as grouping animals together simply because they all happen to live in the wild. Last time I checked, lions and zebras aren’t exactly best friends. (The “long” and the “short” of the real jungle? Or is it the “short” and the “long” – one wonders . . .)

Stout also correctly emphasizes that those investors primarily driven by short-term results are not only in conflict with typical corporate governance mechanisms (devices theoretically designed to protect shareholders) but often with their fellow shareholders as well.

Surprisingly, Stout fails to mention (at least without much detail) the way in which government has also significantly altered the picture: that is by simultaneously acting as regulator and shareholder. Today, it is not at all uncommon for this complex arrangement to dominate discussions in many corporate boardrooms and executive suites. Government’s emergence as both a stakeholder in corporations (essentially overseeing the very entities from which it stands to gain or lose as a functional owner – especially in the worlds of banking and other utilities) could have used more attention. Examples from the financial world and from giant bailed out companies like GM have been front-page news since at least 2008. Notably, in each of these cases, share price simply was not the primary driver of corporate decision-making. [Forbes has a great behind-the-scenes analysis of the GM story that can be found here] In my view, further insight into how these processes affect shareholding would have been helpful and highly relevant to Stout’s larger project. Then again, I’m a curious banker and, admittedly, this is one topic probably large enough to merit its own book.

My overall take-away from “The Shareholder Value Myth” is that share price is among the bluntest of tools when evaluating the performance of a company. It merely marks a very diverse herd’s best guess as to a company’s value at one particular moment in time (Consider: is Bill Ackman or Carl Icahn really the same type of shareholder as Warren Buffett? Would they value a company the same way?) Stout and I concur that any single number is simply incapable of encompassing the immense complexity of an entity’s strategic execution and fulfillment of tactical (not to mention ethical . . .) responsibilities. The modern corporation is just too big a target with too many moving parts. Nevertheless, for many, the incessant drumbeat about the importance of shareholder primacy has too often allowed complacent thinking to rule the day.

I also strongly agree with Stout’s assertion that, wherever possible, there is real value gained by obtaining information concerning a company’s internal dynamics and its fulfillment of responsibilities toward customers, employees, vendors, regulators and the public at large. It’s amazing to me that, on the one hand, a company can state with total confidence that “The customer is always right!” yet in the same breath assert that “The interests of the shareholder are always most important!” That fact alone is one HUGE reason I believe it’s so essential for anyone running a public company to read this book.

Perhaps even more importantly, however, I’m also convinced that Stout’s explanations are equally – if not more valuable – for the employees of these corporations. Although, many of the underlying contradictions exposed by Stout’s scholarship are unlikely to change anytime soon, America’s workers surely deserve the right to know that the daily absurdity of their lives stems from identifiable policy choices – things that can be changed – and not because their fate was somehow “dropped from the sky.”

In no way am I suggesting Stout set out to write a “self-help book,” and “The Shareholder Value Myth” should never be categorized as such. This is a serious piece of legal and economic analysis written by an incisive thinker. Nevertheless, I don’t think it’s disrespectful at all to suggest it’s also well worth reading for anyone looking to evolve past middle management and to help build the types of less contradictory companies that our nation will require if we hope to retain a shot at global competitiveness, if not dominance. Smart business leaders, investors and advisers closely examine (and frequently reject) assumptions. That’s not a bad lesson for the rest of life either.

I think it’s fair to say that Socrates maybe went a little too far when he famously stated that: “The unexamined life is not worth living.” Even Freud decided to limit his psychoanalytic sessions on the couch to the now ubiquitous “50 minute hour.” Still, after finishing “The Shareholder Value Myth,” I’ll readily admit I did more than a little self-examination of my own. For me, the experience wasn’t just educational. It was profoundly refreshing. You can’t ask much more than that from any author.

In this important book, as elsewhere, Stout doesn’t disappoint.

12 of 14 people found the following review helpful.
Shareholder blues
By A dad
In her latest book, Lynn Stout destroys the myth of shareholder value as it is applied to most publicly traded companies. We're constantly bombarded with messages that we should save by buying broad classes of stock such as ETFs. But since most companies aren't governed in an optimal way to build shareholder value over the long run, according to the author, we probably shouldn't get exposed to the market as a whole.

The central problem is that "shareholders" is a term used loosely to stand for a group that doesn't exist in the sense that we collectively think. Shareholders stand pat too often while management systematically loots the company. Shareholders should do something that plaintiff's attorneys will love, if the author is correct, namely sue the management.

Stout recommends investing in companies with dual classes of stock and staggered boards. She likes staggered boards because it helps insulate directors against hostile takeovers and attempts by hedge funds to get to the cash. The downside of staggered boards though is that shareholders can't vote out a controlling number of the rascals in one election.

The book makes forceful arguments for certain reforms as a trade against other problems. Stout made me realize that whereas I feel indignant when I see bad corporate governance, there are no easy solutions.

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Wednesday 3 March 2010

[F205.Ebook] Download PDF Understanding Peace: A Comprehensive Introduction, by Michael Allen Fox

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Understanding Peace: A Comprehensive Introduction, by Michael Allen Fox

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Understanding Peace: A Comprehensive Introduction, by Michael Allen Fox

Understanding Peace: A Comprehensive Introduction�fills the need for an original, contemporary examination of peace that is challenging, informative, and empowering. This well-researched, fully documented, and highly accessible textbook moves beyond fixation on war to highlight the human capacity for nonviolent cooperation in everyday life and in conflict situations. After deconstructing numerous ideas about war and explaining its heavy costs to humans, animals, and the environment, discussion turns to evidence for the existence of peaceful societies. Further topics include the role of nonviolence in history, the nature of violence and aggression, and the theory and practice of nonviolence. The book offers two new moral arguments against war, and concludes by defining peace carefully from different angles and then describing conditions for creating a culture of peace. Understanding Peace brings a fresh philosophical perspective to discussions of peace, and also addresses down-to-earth issues about effecting constructive change in a complex world. The particular strength of Understanding Peace lies in its commitment to reflecting on and integrating material from many fields of knowledge. This approach will appeal to a diverse audience of students and scholars in peace studies, philosophy, and the social sciences, as well as to general-interest readers.

  • Sales Rank: #869200 in Books
  • Published on: 2013-11-06
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.00" h x 6.00" w x 1.00" l, .0 pounds
  • Binding: Paperback
  • 344 pages

Review

"Dr. Fox offers a terrific multidisciplinary critique of just war theory, beliefs in both the inevitability of violence in human affairs, as well as of moral commitments to its necessity for resolving conflict. But the book’s greatest strength is its positive moral vision. His argument integrates rigorous philosophical analysis with an exceptional level of empirical awareness to demonstrate and defend the plausibility of a global peace culture. It is an excellent example of engaged moral philosophy, but is also of considerable interest to scholars from a wide variety of disciplines, as well as to the wider public." -- Richard Matthews, Kings College at the University of Western Ontario

"This work is comprehensively successful and inspiring. Summing Up: Highly recommended." -- R. Ward, Georgetown College, in CHOICE

About the Author
Michael A. Fox is Emeritus Professor of Philosophy at Queen's University, Canada

Most helpful customer reviews

1 of 1 people found the following review helpful.
Splendid book
By Marc Lucht
Most work in Peace Studies comes out of the social sciences, and while much of it is very strong, most is relatively narrow in scope. Understanding Peace is broadly interdisciplinary in approach, dealing with recent work in fields as diverse as cultural anthropology, evolutionary biology, history, psychology, sociology, political science, and ethics; it also borrows ideas from thinkers and statesmen from a wide range of cultural backgrounds and political orientations. Yet as wide-ranging as it is, the book has a humanist’s sensitivity to context and awareness of how the different sorts of work in the various disciplines inform each other and all help to shed light on the guiding question of how to create a more peaceful world. This holistic perspective is a real strength. What is more, Understanding Peace is not merely a theoretical analysis, but has a practical dimension, and works to show how peace is actually possible in the “real world” and how it should be pursued. Best of all, it incorporates the kind of serious critical engagement with and analysis of received concepts characteristic of rigorous work in philosophy. In fact, comparatively few professional philosophers have devoted much attention to Peace Studies, and Understanding Peace will be a very useful contribution to the field because of the author’s thoughtful and careful philosophical approach. This is a great book. It’s clear and accessible enough to serve as an introduction to the field, and thoughtful, rigorous, and wide-ranging enough to be helpful to people with substantial background in Peace Studies. Its discussions of the preoccupation with violence in the field of history and in the media should be required reading.

Another strength is that this is one of the few works in Peace Studies that addresses connections between interhuman violence and the ways in which human beings treat non-human animals. The author is highly regarded among scholars who work in animal ethics and related fields, and his background in animal ethics enables him to reflect upon questions of peace with an admirable ethical sophistication. The book’s non-anthropocentric stance and its discussion of the importance of taking attitudes towards animals into consideration when thinking about and pursuing peace make Understanding Peace an especially welcome contribution – and challenge – to Peace Studies.

0 of 0 people found the following review helpful.
An excellent multidisciplinary evaluation of the prospects for peace
By Richard matthews
Dr. Michael Fox has written an excellent book on peace which actually achieves more than its title suggests. While it certainly serves as a fine introduction to the complexity of peace studies it also has a detailed set of arguments for peace and against war and violence. It has a powerful set of arguments against both just war theory and political realism. Drawing from many disciplines including philosophy, history, biology, and political science, Dr. Fox demonstrates that peace is the norm in human life, not the exception, and that the arguments for the inevitability and necessity of war are inconsistent with what is known biologically about human relationships. War is a real and powerful, yet contingent feature of human existence and one for which we have every reason to hope can be brought to an end. Key to ending the hold of war upon human existence is the demilitarization of our consciousness and the consequent transformation of economics, gender and racial relations. Fascinating along many lines, this book rewards a careful read.

0 of 0 people found the following review helpful.
Excellent new book on peace
By Marty
Michael Fox’s book Understanding Peace is an excellent and up-to-date overview of peace issues. It covers all the important aspects of Peace Studies, including nonviolence, post-war peacebuilding and reconciliation, peace journalism, and the relationship between inner and outer peace. Firmly rooted in historical evidence, it also sheds light on a number of contemporary situations. Written in an accessible way, it is also detailed and comprehensive, raising many ethical, moral and philosophical arguments to oppose violence (including towards other animals) and to support nonviolent methods. It is well structured, positive and forward thinking, with a section devoted to the potential for peaceful societies, and a future without war. I recommend it most highly to all scholars and people interested in peace, and have included it in the reading requirements for both undergraduate and postgraduate students in several of the Peace Studies units I teach at the University of New England.
Dr Marty Branagan

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