In this book contributions by archaeologists and numismatists from six countries address different aspects of how silver was used in both Scandinavia and the wider Viking world during the 8th to 11th centuries AD. The volume brings together a combination of recent summaries and new work on silver and gold coinage, rings and bullion, which allow a better appreciation of the broader socioeconomic conditions of the Viking world. This is an indispensable source for all archaeologists, historians and numismatists involved in Viking Studies.

"This is the story of silver's transformation from soft money during the nineteenth century to hard asset today, and how manipulations of the white metal by American president Franklin D. Roosevelt during the 1930s and by the richest man in the world, Texas oil baron Nelson Bunker Hunt, during the 1970s altered the course of American and world history. FDR pumped up the price of silver to help jump start the U.S. economy during the Great Depression, but this move weakened China, which was then on the silver standard, and facilitated Japan's rise to power before World War II. Bunker Hunt went on a silver-buying spree during the 1970s to protect himself against inflation and triggered a financial crisis that left him bankrupt. Silver has been the preferred shelter against government defaults, political instability, and inflation for most people in the world because it is cheaper than gold. The white metal has been the place to hide when conventional investments sour, but it has also seduced sophisticated investors throughout the ages like a siren. This book explains how powerful figures, up to and including Warren Buffett, have come under silver's thrall, and how its history guides economic and political decisions in the twenty-first century"--Publisher's description

Innovation, in economic activity, in managerial concepts and in engineering design, results from creative activities, entrepreneurial strategies and the business climate. Innovation leads to technological, organizational and commercial changes, due to the relationships between enterprises, public institutions and civil society organizations. These innovation networks create new knowledge and contribute to the dissemination of new socio-economic and technological models, through new production and marketing methods. Innovation Economics, Engineering and Management Handbook 2 is the second of the two volumes that comprise this book. The main objectives across both volumes are to study the innovation processes in todays information and knowledge society; to analyze how links between research and business have intensified; and to discuss the methods by which innovation emerges and is managed by firms, not only from a local perspective but also a global one. The studies presented in these two volumes contribute toward an understanding of the systemic nature of innovations and enable reflection on their potential applications, in order to think about the meaning of growth and prosperity

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a "just in time" workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations - and adapt your management practices accordingly. For instance: · Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them. · Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. · Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers' interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.

The definition of “old” has evolved intensively over the years due to demographic changes, and the ageing population is one of the most frequently discussed issues in recent decades. The profile of the 21st century senior is completely different from the senior in the second half of the 21st-century senior is completely different from the senior in the second half of the 20th century, not to mention earlier periods in history. As an increasing group of benefactors of human activity, they create demand for products and experiences. The system of goods and services that aims to leverage their purchasing potential and satisfy their consumption needs, including living, health, tourism, cultural, information, and communication needs, has been referred to as the so-called Silver Economy. The book reviews the phenomenon of ageing of the EU’s population over 50. It also presents a multidimensional view of the potential for the development of this group’s economic, social, medical, family, personal and technological demand in the early 21st century. The book analyses the market behaviour of seniors and argues that the Silver Economy will grow in importance and profitability every year in various areas, both public and private. This includes health, finance, employment, leisure and well-being, education, and the use of digital tools. This publication is recommended for policymakers and business players who are considering how to achieve economic development through the growing and changing demand of the ageing population. For the world is now facing a challenge that no community has ever faced before – the coexistence of a long-lived population on the one hand and the growing popularity of digital technologies on the other.

The current shift in demographics - aging and shrinking populations - in many countries around the world presents a major challenge to companies and societies alike. One particularly essential implication is the emergence and constant growth of the so-called "silver market," the market segment more or less broadly defined as those people aged 55 and older. Increasing in number and share of the total population while at the same time being relatively well-off, this market segment can be seen as very attractive and promising, although still very underdeveloped in terms of product and service offerings. This book offers a thorough and up-to-date analysis of the challenges and opportunities in leveraging innovation, technology, product development and marketing for elder consumers and employees. Key lessons are drawn from the Japanese lead market as well as other select countries.