From recession to renewal will be of interest to students, academics and practitioners working in a number of areas of local government. --Book Jacket.

How Main Street was hit by—and might recover from—the financial crisis, by The New York Times's national economics correspondent When the financial crisis struck in 2008, Main Street felt the blow just as hard as Wall Street. The New York Times national economics correspondent Peter S. Goodman takes us behind the headlines and exposes how the flow of capital from Asia and Silicon Valley to the suburbs of the housing bubble perverted America's economy. He follows a real estate entrepreneur who sees endless opportunity in the underdeveloped lots of Florida—until the mortgages for them collapse. And he watches as an Oakland, California-based deliveryman, unable to land a job in the biotech industry, slides into unemployment and a homeless shelter. As Goodman shows, for two decades Americans binged on imports and easy credit, a spending spree abetted by ever-increasing home values—and then the bill came due. Yet even in a new environment of thrift and pullback, Goodman argues that economic adaptation is possible, through new industries and new safety nets. His tour of new businesses in Michigan, Iowa, South Carolina, and elsewhere and his clear-eyed analysis point the way to the economic promises and risks America now faces.

Exploring the forceful renewal of the boom-and-bust cycle after several decades of economic stability, this book is a research-based review of the factors that caused the 2008 recession. It offers cutting-edge diagnoses of the recession and prescriptions on how to boost the economy from leading economists. The book concentrates on the Federal Reserve and its leading role in creating the economic boom and recession of the 2000s. Aimed at professional economists and readers well versed in the basic workings of the economy, it includes innovative proposals on how to avoid future boom-and-bust cycles.

This timely, necessary collection of essays provides feminist analyses of a recession-era media culture characterized by the reemergence and refashioning of familiar gender tropes, including crisis masculinity, coping women, and postfeminist self-renewal. Interpreting media forms as diverse as reality television, financial journalism, novels, lifestyle blogs, popular cinema, and advertising, the contributors reveal gendered narratives that recur across media forms too often considered in isolation from one another. They also show how, with a few notable exceptions, recession-era popular culture promotes affective normalcy and transformative individual enterprise under duress while avoiding meaningful critique of the privileged white male or the destructive aspects of Western capitalism. By acknowledging the contradictions between political rhetoric and popular culture, and between diverse screen fantasies and lived realities, Gendering the Recession helps to make sense of our postboom cultural moment. Contributors. Sarah Banet-Weiser, Hamilton Carroll, Hannah Hamad, Anikó Imre, Suzanne Leonard, Isabel Molina-Guzmán, Sinéad Molony, Elizabeth Nathanson, Diane Negra, Tim Snelson, Yvonne Tasker, Pamela Thoma

Crisis & Renewalpresents a radical view of how all successful organizations evolve and renew themselves and of what managers must do to lead the revival. Contrary to traditional organizational theory, which emphasizes rationality and control in the management of change, this book argues that there are times when managers must deliberately create crises by committing acts of "ethical anarchy" in order to break the constraints of success and renew their organizations.Hurst develops a model of change -- the organizational ecocycle -- to explain how even successful organizations become systematically vulnerable to catastrophe. He brings the model to life with stories of crisis and renewal from both his own management and consulting experiences and a cross-section of enterprises -- from the hunter-gatherers of the Kalahari and the Quakers of the Industrial Revolution to contemporary organizations such as 3M and Nike.Born when people come together to capitalize on an opportunity, young organizations are usually dedicated to innovation and learning. As they grow and age, they become preoccupied with performance. Sooner or later they become constrained by their own success. For, in the pursuit of performance, what were once self-selected roles become designated tasks, flexible teams become rigid structures, open networks give way to closed systems, and control supplants commitment as people change. The risk, says Hurst, is that this single-minded, performance orientation may render organizations dangerously insensitive to subtle changes in the environment, seriously damaging their ability to learn.Renewal-changing a performance organization back into a learning organization-demands the restoration of the excitement, emotional commitment, and values often missing from large enterprises. It involves returning to the founding principles of the firm to reconnect the past with the present. In the aftermath of crisis, only shared values can hold a renewing organization together.Crisis & Renewalgives managers the theoretical grounding and the practical tools for leading their organizations to new life. The Management of Innovation and Change Series.

Revitalize your company and roar out of the recession. We're facing the second major global downturn in a decade. To survive, companies must balance managing the crisis in the short term with innovation and reinvention to return to growth in a changed world. HBR's 10 Must Reads for the Recession Collection offers the ideas and strategies you need to lead your company on the path to renewal. Included in this set are: HBR's 10 Must Reads on Managing in a Downturn (Expanded Edition) HBR's 10 Must Reads on Organizational Resilience HBR's 10 Must Reads on Managing Risk HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Business Model Innovation HBR's 10 Must Reads on Change Management It includes 60 articles selected by HBR's editors from renowned thought leaders such as Clayton Christensen, John Kotter, Rita Gunther McGrath, W. Chan Kim, and Renee Mauborgne, and features the indispensable articles "Global Supply Chains in a Post-Pandemic World" by Willy Shih and "Roaring Out of Recession" by Nitin Nohria and Ranjay Gulati. It's time for companies to be bold in the face extraordinary headwinds. HBR's 10 Must Reads for the Recession Collection will help you face them. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

We are living in a time of crisis which has cascaded through society. Financial crisis has led to an economic crisis of recession and unemployment; an ensuing fiscal crisis over government deficits and austerity has led to a political crisis which threatens to become a democratic crisis. Borne unevenly, the effects of the crisis are exacerbating class and gender inequalities. Rival interpretations – a focus on ‘austerity’ and reduction in welfare spending versus a focus on ‘financial crisis’ and democratic regulation of finance – are used to justify radically diverse policies for the distribution of resources and strategies for economic growth, and contested gender relations lie at the heart of these debates. The future consequences of the crisis depend upon whether there is a deepening of democratic institutions, including in the European Union. Sylvia Walby offers an alternative framework within which to theorize crisis, drawing on complexity science and situating this within the wider field of study of risk, disaster and catastrophe. In doing so, she offers a critique and revision of the social science needed to understand the crisis.