Producing Culture and Capital is a major theoretical contribution to the anthropological literature on capitalism, as well as a rich case study of kinship and gender relations in northern Italy. Drawing on ethnographic and archival research on thirty-eight firms in northern Italy's silk industry, Sylvia Yanagisako illuminates the cultural processes through which sentiments, desires, and commitments motivate and shape capitalist family firms. She shows how flexible specialization is produced through the cultural dynamics of capital accumulation, management succession, firm expansion and diversification, and the reproduction and division of firms. In doing so, Yanagisako addresses two gaps in Marx's and Weber's theories of capitalism: the absence of an adequate cultural theory of capitalist motivation and the absence of attention to kinship and gender. By demonstrating that kinship and gender are crucial in structuring capitalist action, this study reveals these two gaps to be different facets of the same omission. A process-oriented approach to class formation and class subjectivity enables the author to incorporate the material and ideological struggles within families into an analysis of class-making and self-making. Yanagisako concludes that both "provincial" and "global" capitalist orientations and strategies operate in an industry that has always been integrated into regional and international relations of production and distribution. Her approach to culture and capitalism as mutually constituted processes offers an alternative to both universal models of capitalism as a mode of production and essentialist models of distinctive "cultures of capitalism."

Today, the world offers us more options than ever before, but it also forces us to juggle more priorities, to make more choices, and to make them faster. The result: a crisis of doing too much, or not enough, and making our decisions based on impulse, stress or guilt. In 10-10-10Suzy Welch offers an exciting, effective strategy that will help you make the right decision in any situation, at work or at home; with colleagues, family or friends. The rule is deceptively simple: when faced with a decision, consider what the consequences and outcomes of your various options would be in 10 minutes, 10 months, and 10 years. But the results are extraordinary. Using the framework of 10-10-10will allow you to think through your decisions and to match them with the expectations and values you hold dearest. Most importantly, it allows you to chart a path in the direction you want, and to head confidently towards it with focus, balance, and joy.

Finding the right successor to a well-loved founder or president is often the most difficult task an organization faces-and the challenge is even greater for family-run businesses. From mom-and-pop grocery stores to vast multinationals, family-owned companies dominate the worldwide business landscape, yet surprisingly few are successfully passed down from one generation to the next, and fewer still reach the third generation intact. Author Ivan Lansberg, an organizational psychologist who grew up in a family business, explores the reasons behind this high failure rate, and reveals the conditions that allow family businesses to endure through the generations. Family enterprises are highly personal, says Lansberg, and many elaborate succession plans are thwarted because deeper psychological factors are overlooked. Lansberg stresses the need for families to share a common "dream" for their company, much like a business has a unified mission. Succeeding Generations helps us to understand all aspects-the practical and the emotional-of the succession process, as Lansberg offers advice on how to mentor successors, how to set up a systematic selection process, and how to make the best use of the board of directors during times of transition. He also provides the first clear assessment of the different options, from direct successions between a parent and a single appointed heir to more complex partnerships between siblings and cousins. With a wealth of examples from companies in the U.S., Europe, and Latin America, Succeeding Generations provides a thoughtful and comprehensive look at the sensitive dynamics of leadership succession in family businesses. Planning for continuity is a life-long process for families in business, and Succeeding Generations is the first book to provide in-depth answers to the questions that arise at every stage in the evolution of the family firm.

Though the emphasis is on the Middle East, the subjects covered here range in scope from the great ancient civilizations to Shelley's passion for the Middle East, from the failures of the Greeks as empire builders to the predominance of English as an international language today.

Esta obra aborda con detalle los recursos que tiene la familia empresarial para alcanzar la longevidad de la empresa exponiendo los desafíos que debe enfrentar. Aquí se revelan diferentes soluciones para varias situaciones que terminan por afectar a toda empresa familiar. El autor ofrece un análisis detallado de uno de los recursos más fuertes con los que cuenta la familia empresaria, para enfrentar este desafío, el Protocolo Familiar, que desarrollará las normas que cada empresa considere necesarias para asegurar su supervivencia. La toma de decisiones relacionadas con la marcha del negocio no deberá verse empañada por cuestiones familiares. Para lograr este objetivo, se describen las posibilidades que ofrecen los diferentes órganos de gobierno, las cuales se encuentran a disposición de las familias empresarias, algunas comunes a todo tipo de empresas y otras, concretas para las familiares. En consecuencia, con la lectura de este libro, descubrirá los factores de éxito que, de aplicarse, maximizará la permanencia en el tiempo de las empresas familiares.

National information needs on forests have grown considerably in recent years, evolving from forest area and growing stock information to key aspects of sustainable forest management, such as the role of forests in the conservation of biodiversity and the provision of other ecosystem services. More recently, information on changes in carbon stocks, socio-economic aspects including the contribution to livelihoods and poverty reduction, governance and broader land use issues has become critical for national planning.

This collection of duck activities has a strong fun element, however, we do not want it to sound like it is all just fun. There is, in fact, a wealth of solid theory that forms the basis of why we developed this stream of uses for six bricks in business and learning environments. The idea of using playful methods for a range of purposes to generate innovative thinking is not new. For centuries, people have used artifacts like totems and puppets to tell stories and share information, beliefs, and knowledge. We also know that many facilitators and trainers are using tools such as design thinking and agile methodologies where prototyping and games play an important role in the processes of thinking and creating. Whatever your goal, using 3D models is a great facilitation tool. It allows you to lead people through a process where they are able to examine their inside world and relate these lessons to their work environment. These insights then lead to opportunities for further exploration and discovery and ultimately, more productive and effective communication.