In this prodigiously researched book, Emanuel Adler addresses the hotly contested issue of how developing nations can emerge from the economic and technological tutelage of the developed world. Is the dependence of Third World countries on multinational corporations—especially in the realm of high technology—a permanent fixture of an inherently unequal relationship? Or can it be managed by the developing nations for their benefit? By a masterful comparative study of the development of science and technology in Argentina and Brazil, the author discusses governmental policies that are effective in attaining autonomous technological development. Professor Adler provides a useful corrective to the structural theories of development that have up to now prevailed in the study of international relations by demonstrating that intellectual and technological elites play a far more significant role in the success or failure of such governmental policies than has hitherto been recognized. This title is part of UC Press's Voices Revived program, which commemorates University of California Press’s mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1988.

Following independence, most countries in Africa sought to develop, but their governments pursued policies that actually undermined their rural economies. Examining the origins of Africa’s “growth tragedy,” Markets and States in Tropical Africa has for decades shaped the thinking of practitioners and scholars alike. Robert H. Bates’s analysis now faces a challenge, however: the revival of economic growth on the continent. In this edition, Bates provides a new preface and chapter that address the seeds of Africa’s recovery and discuss the significance of the continent’s success for the arguments of this classic work.

The discourse of 'green growth' has recently gained ground in environmental governance deliberations and policy proposals. It is presented as a fresh and innovative agenda centred on the deployment of engineering sophistication, managerial acumen and market mechanisms to redress the environmental and social derelictions of the existing development model. But the green growth project is deeply inadequate, whether assessed against criteria of social justice or the achievement of sustainable economic life upon a materially finite planet. This volume outlines three main lines of critique. First, it traces the development of the green growth discourse quaideology. It asks: what explains modern society's investment in it, why has it emerged as a master concept in the contemporary conjuncture, and what social forces does it serve? Second, it unpicks and explains the contradictions within a series of prominent green growth projects. Finally, it weighs up the merits and demerits of alternative strategies and policies, asking the vital question: 'if not green growth, then what?'

How do we explain the breakthrough market success of businesses like Nike, Starbucks, Ben & Jerry's, and Jack Daniel's? Conventional models of strategy and innovation simply don't work. The most influential ideas on innovation are shaped by the worldview of engineers and economists - build a better mousetrap and the world will take notice. Holt and Cameron challenge this conventional wisdom and take an entirely different approach: champion a better ideology and the world will take notice as well. Holt and Cameron build a powerful new theory of cultural innovation. Brands in mature categories get locked into a form of cultural mimicry, what the authors call a cultural orthodoxy. Historical changes in society create demand for new culture - ideological opportunities that upend this orthodoxy. Cultural innovations repurpose cultural content lurking in subcultures to respond to this emerging demand, leapfrogging entrenched incumbents. Cultural Strategy guides managers and entrepreneurs on how to leverage ideological opportunities: - How managers can use culture to out-innovate their competitors - How entrepreneurs can identify new market opportunities that big companies miss - How underfunded challengers can win against category Goliaths - How technology businesses can avoid commoditization - How social entrepreneurs can develop businesses that appeal to more than just fellow activists - How subcultural brands can break out of the 'cultural chasm' to mass market success - How global brands can pursue cross-cultural strategies to succeed in local markets - How organizations can maximize their innovation capabilities by avoiding the brand bureaucracy trap Written by leading authorities on branding in the world today, along with one of the advertising industry's leading visionaries, Cultural Strategy transforms what has always been treated as the "intuitive" side of market innovation into a systematic strategic discipline.

An analysis of how Caribbean leftist organizations have shifted gradually to the right.