This volume sets out to explore the dialectic relating agriculture, crisis and conflict, and attempts to expand the knowledge on these interactions. Part 1 of the volume (chapters 1-6) discusses thematic issues and methodological approaches to understanding the intersection of agriculture, crisis and conflict. Part 2 (chapters 7-20) provides case studies that take a detailed approach to understanding agricultural contexts facing crisis and conflict, or the role played by agriculture within crisis and conflict. Studies are selected from areas that might be expected to feature in such a volume (the Middle East and North Africa, sub-Saharan Africa, South and Southeast Asia, and Latin America) as well as less obvious regions where conflict within agriculture refers not to widespread violence or wars but rather latent or simmering crisis (Central Asia and Europe). Crises stemming from politically-driven violence, natural disasters and climate change are covered, as well as competition over resources.

Michael Gibbert presents a thoughtful theoretical framework allowing readers to critically think about imaginations related to strategy making. His research is based on a highly complex case and diversified context allowing us to understand the use of different theories in an integrated way. Gilbert Probst, World Economic Forum, Geneva, Switzerland Putting imagination center stage in strategy making is a long overdue perspective, one that can renew the field. Michael Gibbert makes an important contribution through this integrative framing. Yves Doz, INSEAD, France If you can t imagine the future of your company, how are you supposed to shape it? This book helps appreciate and execute imaginative strategy making. Martin Hoegl, WHU Otto Beisheim Graduate School of Management, Germany Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach which is deductive and integrates management theories using social science literature and methodology.

Most literature on the economic crisis in indonesia has focused on the negative macro-economic impacts during the "crisis- years" of 1997-99. The case studies presented in this book take a different perspective. With a longitudinal research perspective, this comparative study analyses a wide variety of responses to the crisis among communities and households. The case studies in this book cover the coping and adapting mechanisms of rural households under a variety of resource use practices and resource use regulations in different areas of Indonesia.

A detailed examination of the adequacy of natural resources in the U.S. to provide the standard of living expected.

This book, first published in 1986, is a major reference work for the political discussions arising out of the 1985 Congress revisions of US food and farm laws. It covers production, distribution and consumption of food, analyses international as well as domestic problems, and presents new ways forward. Emphasising public policy and programmes, the book has chapters on agricultural production; environmental and resource problems; food marketing; domestic hunger and nutrition; and world hunger and development.