The imperial word and its margins. Language and colonization in the Americas

Nouveau Monde et renouveau de l'histoire naturelle, vol. 2. Edited by Marie‐Cecile Benassy and Jean‐Pierre Clement. Paris: Presses de la Sorbonne Nouvelle, 1993. Pp. 135.

Langues et cultures en Amérique espagnole coloniale. Edited by Marie‐Cecile Benassy‐Berling, Jean‐Pierre Clement and Alain Milhou. Paris: Presses de la Sorbonne Nouvelle, 1993. Pp. 328.

Relecturas del Barroco de Indias. Edited by Mabel Moraña. Hanover, New Hampshire: Ediciones del Norte, 1994. Pp. xii, 334.

Early Images of the Americas: Transfer and Invention. Edited by Jerry M. Williams and Roberte. Lewis. Tucson: University of Arizona Press, 1993. Pp. xviii, 319.

Discursos sobre la “invención” de América. Edited by Iris Zavala. Amsterdam and Atlanta: Editions Rodopi, 1992. Pp. 294.     

The Politics of Party Leader Survival and Succession: Australia in Comparative Perspective

The processes of replacement of party leaders are well-published events in media outlets across the world's democracies, but are scarcely analysed by political scientists. In this article we examine the extent to which incumbent party leaders are able to control their own fate in the face of various types of challenges that herald a possible end to their rule. It discusses three related research questions derived from this main objective: (1) what makes incumbents quit? (2) How do incumbents respond to various types of triggers heralding a possible end to their rule? (3) To what extent does incumbent behaviour prior to and following succession affect the fortunes of their successors and their party? We draw on a four-country–eight-party data set of leadership successions between 1945 and 2005, and on findings of in-depth studies of Australian cases to show that not only do Australian leaders get challenged and replaced more frequently than do other leaders, but they are also forced to combat more internal rivalry than their counterparts elsewhere.     

Innovation projects and local production networks: A case study of Hertfordshire

This paper evaluates some of the key arguments underlying what is called here the local production network paradigm (LPNP). These are presented as three interlinked hypotheses that turn on the idea that firms competing in world markets need to accommodate continuous change by fostering product or process innovation. The definition of innovation used in this study is “the commercially successful exploitation of new technologies, ideas or methods through the introduction of new products or processes, or through the improvement of existing ones” (EC DG XIII, 1996, p. 54).

One conventionally described organizational response to this requirement to accommodate continuous innovation is to dis‐integrate firms and set up local production networks. Local production networks are defined in this study as “collaborative linkages between local firms and local factors of production”. Such networks are said to rely on local resources of various kinds to enable them to innovate on a continuous and incremental basis. As a result of such dependencies on local factors, and their interconnectedness with each other, the local production network (LPN) firms then become ‘embedded’ in their localities. Such networked economies have been variously described as new industrial districts, areas of flexible specialization, and innovative milieux.

The evidence presented to test these hypotheses is based on a case study of innovative, award‐winning firms in Hertfordshire. The findings show that although these firms do compete successfully in fast‐moving international markets, they do not rely much on local production networks, as defined here, to enable them to do so. The findings call into question the general applicability of the LPNP. Questions are raised particularly with respect to innovation in the important minority of highly innovative core metropolitan regions.

Innovation is argued to be an interactive process that is both driven by a steady supply of technological advances and stimulated by different types of consumer demand. In the case of the firms interviewed in Hertfordshire, most of their innovative projects were developed by the firms working individually, and in isolation, from other local businesses using high quality, knowledge, information, human resources and venture capital. At the same time, these firms were also pulled by demands from military, health and company consumers. Only in the case of the minority of innovations that were purchased in the first instance by private final consumers were local production networks of some significance.     

Domesticated Landscapes: The Subsistence Ecology of Plant and Animal Domestication

Harvesting different species as foods or raw materials calls for differing skills depending on the species being harvested and the circumstances under which they are being taken. In some situations and for some species, the tactics used are mainly behavioral—that is, people adjust, or adapt, their own actions to fit the behavior and circumstances of the species they are taking. Under other circumstances and for other species, the skills and tactics used may call for greater environmental preparation or manipulation. Therefore, instead of trying to distinguish people today and in the past as either foragers or farmers, it makes sense to define human subsistence behavior as an interactive matrix of species and harvesting tactics, that is, as a provisions spreadsheet.     

Deciding How to Decide: Cultural Theory and Rule Making in Collaborative Watershed Organizations

The growing field of collaborative governance has long sought to explain processes of collective decision making. Insights from institutional analysis highlight the influence of rules in shaping collective decisions. Yet, less is known about how such rules are created; in other words, how collaborative organizations decide how to decide. By drawing on concepts from Cultural Theory, we examine the connections between worldviews and decision rules across four collaborative watershed organizations in Ohio, United States. Results from this comparative case analysis indicate correlations between the group dimension of worldview and decision rules about choice, as well as between the grid dimension of worldview and two different types of decision rules, choice and aggregation. These results highlight the explanatory value of integrating aspects of Cultural Theory with the Institutional Analysis and Development framework. Results also suggest how governments might more effectively engage with collaborative organizations.     

Red Brick in the Land of Steady Habits: Creating the Univeristy of Connecticut, 1881-2006

At first blush, the opportunity to read the history of a universityfrom which you did not graduate, for which you do not work,or near which you do not live, may not sound all that appealing.However, to dismiss Bruce M. Stave's Red Brick in the Land ofSteady Habits: Creating the University of Connecticut, 1881–2006would be a mistake of considerable proportions, for not onlyis the volume enlightening with regard to higher education inthe United States over the course of the twentieth century,it is also the proverbial "good read." Stave,     

Anthropology in the financial crisis

This editorial considers the opportunities opened up for anthropologists by the financial crisis of 2008. The chief of these is the exposure of cracks in the intellectual hegemony of free-market economics which contributed to an unnecessarily defensive posture on the part of most anthropologists during the period of neoliberal globalization. The authors claim that anthropology can bridge the gap between everyday life and the world at large by combining the study of ideas and social actions. We draw on Ortiz's research among financial professionals to show how working practices informed by economic liberalism can have extremely unequal consequences for the global distribution of resources. The perspectives of Mauss and Polanyi on political economy can help us to make sense of the current situation and to recommend a path forward beyond market fundamentalism. Their general ideas lend power to the concrete findings of field research. The mask of neoliberal ideology has been ripped from the politics of world economy. Anthropology's highest mission is to start from where people are and go with them wherever they take you. What better time to follow this imperative than when the model the world has been compelled to live by for three decades is in such disarray?