Book Description
For more than a century and a half, the most-powerful national governments have created institutions of multilateral governance that promise to make a more inclusive world, a world serving women, working people, the colonized, the 'backward,' the destitute and the despised. This book is a study of that promise and the real impact of this world government.
Global Institutions, Marginalization, and Development discusses what systems of global institutions have done, and what they have not done, to keep their promise to the truly disadvantaged. It examines whether the system will serve the world's least advantaged, or marginalize them further.
The future will largely be determined by the understanding of the global political economy developed by the world's most powerful people-corporate leaders and government officials in the strongest states. Their worldviews, in turn, will be influenced both by the political action and the ideas of social movements and by the views of those who study the global political economy. Whether it is the 'economists and political philosophers' or the social movements of the disadvantaged that are most likely to influence the world's lawmakers and the processes by which they will complete the next generation of multilateral institutions are the central topic of this book.
Key content includes:
· World Organizations and Human Needs
· Liberal Internationalism
· Social Movements and Liberal World Orders
· Political Consequences of the New Inequality
· Leadership and Global Governance for the information age
· Marginalization and the Privileged
This book is important reading for anyone with an interest in international political economy, global governance, development and the politics of north & south.
Product Description
China is now the world's fourth largest economy and growing very fast. India's economic salience is also on the rise. Together these two countries will profoundly influence the pace and nature of global economic change. Drawing upon the latest research, this volume analyzes the influences on the rapid future development of these two countries and examines how their growth is likely to impinge upon other countries. It considers international trade, industrialization, foreign investment and capital flows, and the implications of their broadening environmental footprints. It also discusses how the two countries have tackled poverty, inequality and governance issues and whether progress in these areas will be a key to rapid and stable growth.
Customer Reviews:
From the perspective of one of the Giants.............2007-05-20
This is a report by the World bank (and a think tank) to study the impact of the growth of China and India on other countries in the World.
Provides a good insight into the China and India story:
(a) Sorry, China and India are not Giants. Though they house 38% of world population they account for 6.4% of World GDP (yes, purchasing power parity is not useful in evaluating your impact on other countries since size of trade and exchange rates are more important than price levels).
(b) Sorry, this will not change even after sustained growth in the next decade. India would grow from being 1.7% of World economy to 2.4% in 2020 (okay, 3.2% if you are optimistic). China would grow from 4.7% now to 7.9%.
(c) Sorry, India is not a dominant player in providing services to the world. India's export of services is just 1.8% of global trade in services.
(d) Sorry, IT just accounts for 6% of India's service revenue. Nope, it is a myth to believe growth in IT sector would transform Indian economy. It did not. It may not.
(e) Nope, energy economists don't need to worry. India accounts for just 3.4% of global oil usage. In the next ten years any hike in oil price is more likely to come from supply side hitches than from increased demand for oil in India or China.
(f) Nope, US current account deficit is not due to China's import barriers or an undervalued currency. US is just not saving enough.
(g) Nope, China and India are not competing head on for their products. The top 25 exports of China and India have only one product in common! (Yes sire, refined petroleum).
(h) Nope, Dhirubhai Ambani alone is not enough to reform our textiles industry. Our textile exports is $ 10 billion a year. Wal Mart alone buys $ 18 billion textiles from China. Did you know one major impediment is the delivery time from India to US? Yes, 24 days!
(In passing, the economists say that the movie industry in India is not known to produce world class movies; though one did come recently: "Bend it like Beckham"! Apologies Mani Ratnam, economists do not know as much about movies as about GDP!)
Have we handled our economy well? We made some mistakes in the way we managed our economy.
(a) We started with one major disadvantage. Inequality.
(b) Economic growth is rarely balanced. It often results in enhancing inequality.
(c) There are good inequalities (differences in income and wealth because some earned more than others) and bad inequalities (lack of access to education or credit to pursue an economic activity). Good inequalities are necessary to maintain incentive for growth. Bad inequalities prevent people from escaping poverty.
(d) We got our philosophies mixed up. Instead of attempting to eliminate bad inequalities by providing access to opportunities for the poor, we went after good inequalities by suppressing incentive for economic growth.
(e) We restrained firms from freely pursuing economic activity (by reserving several activities for the State or for small enterprises and by introducing a license raj that required government permission to start or expand a business).
(f) We prevented efficient allocation of resources (by protective trade policy that perpetuated advantage to existing players, by a directional tax policy, by state control of all funding and by restrictive labor laws).
(g) On the other hand, we did not provide access to education or market driven micro finance delivery to the poor to acquire human capital to escape poverty.
(h) End result: We did not grow enough; but the inequality went up. The poor did not benefit from economic growth at all.
(i) Since our political system depended on popular support, political administrations "blamed" a variety of targets (businessmen, upper caste, land holders, foreign hands) for the failure to eradicate poverty and used the resultant "popular anger" to consolidate their power base.
(j) Thank God we had a crisis in 1991. Debt service rose to 21% of receipts. Interest burden rose to 20% of expenditure. We ran out of spendable currency. No one was willing to lend.
(k) Prime Minister Narasimha Rao went beyond curing the immediate disease. Rao government cut back industries reserved for State; removed licensing requirements; devalued rupee; allowed current account convertibility; removed quotas and reduced tariffs; and lifted restrictions on foreign investment.
(l) Fortunately the reform process, despite vigorous debate, has developed sufficient consensus to stay on track in succeeding administrations.
(m) We have some more miles to go:
(1) We need to provide access to education and credit to facilitate people escape poverty. Spending money on rural infrastructure alone will not kill "bad inequality". If this is not done, India would continue to be a miracle of "jobless growth" and political consensus for reform would evaporate diluting growth prospects. Equality is not just a nice thing to do; it is essential for going after growth.
(2) We need to get "government" out of "business" even more. Subsidies will have to reduce. Buredensome state enterprises cannot be funded by public expenditure. Bad loans in banks will have to reduce. Regulatory rigidity in labor market will have to reduce.
(3) We need to step up "governance". We need to step up government effectiveness and bureaucracy quality.
(4) We need to manage our "balance sheet" well. We cannot be an economy whose liabilities are in "high cost equity" (FDI and portfolio investments) and whose assets are in "low yield reserves". This asymmetry is expensive.
China has one advantage over us. An early start. China has built a strong manufacturing base with an eye on the global market (40% of its GDP is from exports vs 15% for us). However, in the end, China has one disadvantage. In China the State is determining who will pursue economic activity and who will not by its "hukou" system (license to live in special zones) and "TVE system" (town and village enterprise owned by local governments with limited authority to retain and reinvest super profits). This was useful in creating "private firms" in a socialist economy.
However, this past success is going to be a millstone for China in the future. A very large population got left out in the growth process (though inequality is not as sharp as in India because the inequality in landholding prevented growth in agriculture from reducing inequality in India). Building political consensus to the reform process is going to be even toughter in China when the ability of the government to maintain control over the population reduces. This may hamper growth.
India has a higher chance of sustaining and growing political consensus for reforms because it has developed mechanisms to let differing voices debate vigorously before building consensus. The pace is slow but the traction is firm.
It is nice to think that Left leaders Prakash Karat and Sitaram Yechury, with their wisdom and ability to disagree, may help India build the consensus on a firmer track and perform better than China!
Book Description
Peter Rosset argues that what is at stake is the very future of our global food system, of each country's unique agricultural and farming systems, and the livelihoods of rural people in both the rich industrial countries and the South. He unravels the complex ways in which agriculture in the North is supported, subsidized etc. and argues for the future of agriculture to be taken completely out of the WTO's ambit since food is not just another commodity, but something which goes to the heart of human livelihood, local cultures and national security.
Customer Reviews:
Review by GRAIN.......2007-02-07
"I am 56 years old, a farmer from South Korea. I have mostly failed, as many other farm leaders elsewhere have failed. We cannot seem to do anything to stop the waves that have destroyed our communities, where we have been settled for hundreds of years. I have tried to find the real reason and the real force behind those waves. And I have reached the conclusion, here in front of the WTO.
Our fears became reality in the marketplace. We soon realised that, despite our best efforts, we could never match the prices of cheap imports. We became aware that our farm size, 1.3 hectares on average, is a mere one-hundredth of the farms in the large exporting countries. Since massive importing began, we small farmers have never been paid as much as our production costs. Sometimes prices would drop fourfold, all of a sudden.
The farmers who gave up early went to urban slums. Others who tried to escape from the vicious cycle have met with bankruptcy due to accumulated debts. For me, I couldn't do anything but look around at the vacant houses in the village, old and decaying. Once I went to a house where a farmer took his life by drinking a toxic chemical because of his uncontrollable debts. I could do nothing but listen to the howling of his wife."
This is an edited version of the statement distributed by Lee Kyung Hae shortly before he took his own life on 16 September 2003 in Cancún, Mexico, in the mass protests against the World Trade Organisation (WTO) talks. In the early 1990s, after the Korean government had dismantled trade barriers and the market had been flooded with very cheap imported food, millions of farmers lost their farms. For many, the shame brought by losing their ancestral land was unbearable. Peter M. Rosset dedicates this book* to Lee Kyung Hae.
Rosset, a food rights activist and rural development specialist, has written a clear and extremely accessible account of the impact of trade liberalisation on farming and, more particularly, on small farmers throughout the world. Much of the material is well known, but Rosset provides flashes of insight. For instance, he questions the widely held assumption that it is the high level of subsidies that the US and the European community pay to their farmers that makes their produce so cheap. It might seem logical, he says, to blame subsidies, when you see very cheap American maize flooding the Mexican market, but it is wrong: it mistakes cause for effect. Subsidies are triggered by weak commodity prices, not vice versa.
The main cause of the low prices, he says, is the power of the agri-food conglomerates. These have a vested interest in paying as little as possible for their raw materials (crops and livestock) and they use their huge influence within state bureaucracies to stop governments applying effective policies as in the past to regulate supply and demand. As a result, commodity prices continue to drop, often way below production costs, even in the industrialised countries. Thousands of small farmers are put out of business and the governments have to subsidise the big farmers to keep them producing.
Rosset, who lives in Chiapas, Mexico, has an interesting section on the North American Free Trade Area (NAFTA). Because of the cheap US maize pouring into Mexico as a result of NAFTA, Mexican peasant farmers cannot sell their produce. Yet, he says, almost three million mostly poor farmers stubbornly continue to grow maize. How is this possible? Quoting a Mexican study, Rosset says that it happens only because of the remittances sent by migrants in the US, who are in effect subsidising Mexican production. Their action, he says, reflects the peasants' deep cultural resistance to the dislocation and destruction caused by the `free trade' model.
The section of the book concerning the `uniqueness' of food, which leads to the book's title, is the least convincing. Food is not just any merchandise or commodity, say Rosset; it "means rural livelihoods, traditions and cultures and it means preserving, or destroying, rural landscapes". Because it is special, he says, food should not be covered by WTO agreements. But is food so different? Isn't it just as damaging for a country to have its industry and its culture destroyed by cheap imported goods? It is the free trade model as a whole that needs to be rethought, not only its application to farming.
* Peter M. Rosset, Food is different - why we must get the WTO out of agriculture, 2006, joint publication: Canada: Fernwood Publishing; India: Books for Change; Malaysia: SIRD; Southern Africa: David Philip; Rest of the World: Zed Books
Book Description
Based on a unique insiders' perspective, Going Global is the first book-length comprehensive study of the largest of the Northern-based international relief and development NGOs. Marc Lindenberg and Coralie Bryant examine how organizations are responding to the transformative changes globalization demands, how infrastructures are being organized on a worldwide basis, and the challenges of accountability, evaluation and organizational learning. Also discussed are the growing significance of complex emergencies, peacebuilding and advocacy work, as these new contexts grow in importance compared with traditional development project work.
Constructed from extensive international fieldwork and unique and candid group discussions of NGO presidents and CEOs, Going Global will be invaluable to anyone studying nonprofit management issues in general, as well as the specific challenges faced by relief and development organizations.
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Agriculture and the New Trade Agenda: Creating a Global Trading Environment for Development
Manufacturer: Cambridge University Press
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ASIN: 0521826853 |
Book Description
This collection of essays provides the definitive survey of the importance of agricultural reform to the future of the world's trading system. There is growing consensus concerning the need to reduce the level of subsidies in agriculture and to open up the markets of the developed world more to the farmers of the developing world. However, while non-governmental organizations such as Oxfam may agree on this point with free trade economists, governments in Europe and the U.S. seem reluctant to give up their protectionist habits.
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Learning for Innovation in the Global Knowledge Economy: A European and Southeast Asian Perspective
Dimitrios Konstadakopulos
Manufacturer: Intellect (UK)
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ASIN: 1841500852 |
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- Solid Effort
- Don't believe the hype
- Great Supply Chain Discussion Starter
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Supercharging Supply Chains: New Ways to Increase Value Through Global Operational Excellence
Gene Tyndall ,
Christopher Gopal ,
Wolfgang Partsch , and
John Kamauff
Manufacturer: Wiley
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Supply Chain Excellence: A Handbook for Dramatic Improvement Using the SCOR Model
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Strategic Supply Chain Management
ASIN: 0471254371 |
Book Description
New research and experiences are demonstrating that shareholder value is improved dramatically when companies reach higher levels of operational excellence. Supply chain management, when planned, designed, and executed effectively, is the key to achieving high levels of operating performance which, in turn, drives shareholder value.
The Ernst & Young Global Supply Chain Management Consulting Practice has assisted hundreds of well-known, multinational companies in minimizing their total costs, growing the business profitability, and achieving higher levels of customer satisfaction. Supercharging Supply Chains through speed, focus, and customer intensity enables smart companies to realize their visions and business strategies better than their competitors. Saving millions, increasing customer shares, and increasing "free cash flow" are kinds of benefits being reached by those select companies that operate high-performing supply chains in their global markets.
Now, for the first time, key partners and leaders of the firm's Global Supply Chain Management Team reveal their proven approaches and industry-leading experiences to help your business improve.
Beginning with an innovative view of supply chain excellence and its impact on shareholder value, Supercharging Supply Chains examines numerous management issues: why and how operational excellence helps companies sell more products; what new ideas are being implemented to achieve this excellence within the key business processes of Plan, Buy, Make, and Sell; how to introduce new products effectively into global supply chains; and how the best companies are making it happen.
Supercharging Supply Chains cites case examples of such leading names as Procter & Gamble, 3M, Reebok, Dell Computer, Hewlett-Packard, Ford Motor, and several others to illustrate how the leaders benefit from these new ways of achieving value through operational excellence.
Insightfully written by leaders in global supply chain management, and featuring their innovative perspectives and unparalleled expertise, this book is essential reading for all business executives and managers who want to achieve operational excellence and global supply chain success.
"More than a treatise, Supercharging Supply Chains gives senior managers clear, strategic insights linking this much talked about subject to free cash flow and shareholder value goals. Well organized, the authors provide a strong, practical framework for understanding how cost, time, and speed are changing the way successful companies achieve operational excellence." - John W. Snow, Chairman, President and Chief Executive Officer, CSX Corporation
"Supercharging Supply Chains is a book whose timing is right. In today's global markets competition is fierce, and the best companies are competing more and more through operational excellence." - Ken Watchmaker, Chief Financial Officer Reebok International, Ltd.
"Probably one of the largest untapped opportunities in business today . . . Supercharging Supply Chains is loaded with practical advice on how to drive added value through integrated demand/supply management. We will put it to good use!" - Ralph W. Drayer, Vice President Efficient Consumer Response, The Procter & Gamble Company
"With this book, readers get innovative and strategic perspectives for the global and regional management of the entire supply chain. At the same time, large cost reduction potentials are unlocked through supply chain management to improve your competitive position." - Hans-Dieter Panzer General Manager Logistics, Siemens
Customer Reviews:
Solid Effort.......2003-08-10
This is a solid introductory effort to supply chain management and the integral function and role SCM plays in contemporary business.
The authors do an excellent job describing the importance of operational excellence in an age of increased globalization. The authors also do a superb job in emphasizing the role SCM plays in shareholder value, and how SCM can be used as an X factor in forging competitive advantage.
The only fault I see with the book is the focus on speed instead of authoritative SCM optimization. Charles Fine's Clockspeed and other works handle supply, demand, delivery issues in a more balanced and lucid manner.
Don't believe the hype.......2000-08-06
I am a consultant with the largest supply chain practice in the world, and I await the release of new texts on supply chain content with great interest. Based on the reputation of Gene Tyndall and a colleauge's personal recommendation, I purchased "Supercharging" with this same great enthusiasm. After finishing the book, however, my opinion is that its a grand testament to the hypebole, unsubstantiated claims and lack of professional rigor that so often gives consultants a bad name. The book seriously drops the ball in several areas.
First, I have read enough books, including this one, that promise enhanced supply chain management will directly improve share price; despite "Supercharging" positioning this as the central tenant of their argument, I am still waiting for valid proof. Anecdotes and self-serving case studies, which this book has in extreme abundance, will not suffice.
If you conduct a literature seach of academic databases you can find dozens of rigorous, statistically valid studies that attempt to isolate and identify the primary correlative variable(s) to a firm's share price. To my knowledge, the following variables have been examined: EVA generation, marketing capabilities, traditional accounting measures, change in EPS, product/process quality performance and even supply chain management. Conclusions from all these studies which I have read are typically mixed, but none of them claim to have found the "magic bullet;" Tyndall et. al. not only claim to have found the magic bullet, but they ask us to swallow this significant statement based solely on the collective experience of the authors. As they say, we believe God, all others must bring data.
For example, I would like the authors to provide the source data for a figure early in the book which shows a straight-line, linear relationship between a firm's "instrinsic" stock price and its working capital investment rate. So my conclusion is that by simply increasing working capital turnover, any firm can boost their market capitalization by several billion dollars. I would ask the authors to look at Sara Lee Corp. (NYSE: SLE), which dramatically improved its working efficiency in the recent past when it shed its manufacturing assets and became a "shell" corporation. There was a short-lived share price jump, which was simply a favorable reaction from The Street, which has long-since disappeared.
The lengthy point which I am trying to make is that for every self-serving case example the authors have dredged up, I can serve up one which is equally contradictory. I feel they are treading on complex ground with heavy boots and stepping on all kinds of land mines.
Second, this book is a great witch's brew of the latest supply chain programs and trends: integrated planning, customer-centric logistics, collaboration, etc. I am very uncomfortable with knowledgeable supply chain consultants presenting laundry lists of what the authors call "proven and common sense" ideas to readers with no discriminatory or categorical framework to support the ideas. For example, its very easy to claim that eProcurement is a great approach for gaining operational excellence. What this book does not do, and what is much harder to do, is to help a company decide what will give them a defensible, strategic advantage in thier supply chain. Maybe its not eProcurement, but a strategicu sourcing project to stabilize and capture sources of supply. Maybe its a supplier rationalization and management project to cut transaction and ordering costs. The point is, the approach used by the authors is analogous to giving an excited teenager his first new hunting rifle with no instructions: you know he's probably going to kill something, we're just not sure if its a deer or the neighbor's dog.
Last, this is just too much of a feel-good book for me. I felt like I was slowly being suffocated by all the consulting-ease, jargon and glittering generalities that pervade the book. Remember, I am a supply chain consultant that truly believes most all companies have significant untapped operational and financial improvement opportunities in their supply chains. I just feel that its the consultant's duty to temper his/her beliefs with (valid!) empirical data, rigorous approaches and a value-adding framework to discuss all of these new ideas.
I would never recommend this book to anyone. If you are supply chain beginner I would recommend purchasing one of the college texts which contain structured content on supply chain fundamentals. Don't allow this book to put stars in your eyes or make you skip all the good supply chain details that already exist in more basic texts.
If you are a supply chain professional, I recommend you also skip this book and search for texts that focus on your particular area of specialization. Don't believe the hype, and if you do, don't blame me just because I am a consultant.
Great Supply Chain Discussion Starter.......2000-03-28
Supercharging Supply-Chains is aimed at providing senior executives with an overview of the issues, and an approach to achieving operational excellence through the supply chain.
Highlights of the chapters include:
* Linking operational performance to shareholder value- greater free cashflow & market capitalization , operations as the bridge connecting strategy & shareholder value, key principles for operational excellence (e.g. differentiated supply-chain strategy, organize along processes, collaborate with customers & suppliers, invest in IT, people & expertise, manage by product/channel, outsource elements, think globally, build regionally, operate locally, and execute through focus, measurement & empowerment).
* Operations issues- business overview (develop, plan, buy, make, move, sell, market, and finance), only 4 organization structures, key metrics (EMV, share price, return on net assets, net profits after tax), 3 requirements for competitiveness (structure, measures & rapidity), 12 key imperatives (flexibility, plan & measure, structure logistics, leanness, information optimization, unequal customer treatment, operate globally, virtuality & collaborative management, e-commerce, leverage people, operationalize new product introductions, mass-customize & postpone), and dashboard performance measures.
* Demand and supply planning- 8 key tenets (high-level accountability, combine demand & supply planning, eliminate impact of product forecast, create a common language & focus on commonality, treat customers unequally, plan for spares & returns, replace inventory with information & analysis, and focus on deployment transparency).
* Sales- 4 key steps (segment markets & product groups, identify key value points by customer, identify consolidation opportunities around the customer, and identify & create common processes & systems around the customer).
* Sourcing & suppliers- 10 principles (extend chain towards suppliers, organize right people effectively, develop commodity teams, practice global sourcing & supplier management, focus on total costs, simplify, let suppliers manage (vendor-managed inventories, consortium buying, or outsourcing), leverage IT and e-commerce, enhance sourcing automation, partner smart), and 6 basic IT areas (tactical planning & support, core transaction processing, EDI/web, imaging/forms automation/bar-coding, automated purchase orders, and integration with suppliers' IT).
* Advanced logistics- reducing capital expenditures by improving use of fixed assets (rationalize distribution networks, outsource select processes, explore shared facilities, optimize use of equipment, and understand tax implications of chain) and reduce working capital by minimizing inventories (consolidate warehouses, use in-transit warehousing, replace inventories with information, reduce distribution cycle time, and implement demand/supply planning & management).
* Product introductions- 6 tenets- link PIP to supply/demand planning, concurrent/codevelopment, design with commonality, better business case, and world-class teams.
* Supply chain project management- ensure value, manage risk, use method, and use iterative approach.
* Summary findings from a basic supply chain survey study.
Strengths include: the timeliness and interest of the subject; the concise content-rich style; good use of appropriate & attractive sidebars, figures, and tables; mostly high-quality content; and good consistent chapter structure including summary and "questions for the managers".
On the negative side are: the occasional typos, errors & omissions; inconsistency & lack of definition of acronyms; poor supporting materials & references; some throwaway (non-value-add) content; re-labeling of older established technologies as current & innovative (e.g. EDI); and a "linear-generic" rather than "thorough" treatment of the subject (i.e. little option of tools for each stage). `Supercharging' sometimes felt like a (good) sales document or lightly-referenced literature review, without enough guidance for you to directly use the material without (Ernst & Young) consulting support.
Overall, supercharging supply chains is a good starting discussion point on contemporary supply-chain practice. Use with a deeper operations text like Slack or Wild (with wide, referenced, rigorous toolsets), as well as supply-chain vendor specifics (standards/professional organisations, tools, and methodologies) to actually achieve business change. Clients beware- extracts from Supercharging charts and tables could be used by unscrupulous consultants to sell supply-chain engagements!
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Global Environmentalism and Local Politics: Transnational Advocacy Networks in Brazil, Ecuador, and India (Suny Series in Global Environmental Policy)
Maria Guadalupe Moog Rodrigues
Manufacturer: State University of New York Press
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ASIN: 0791458784 |
Book Description
Examines the internal politics of transnational environmental advocacy networks.
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Industrial Development Global Report 1997
United Nations Industrial Development Organization
Manufacturer: Oxford University Press, USA
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ASIN: 0198293704 |
Book Description
The UNIDO Industrial Development Global Report provides annual description and analysis of industrial development on both a global and a regional scale. The 1997 Report addresses the challenge of diminishing global economic expansion and the falling per capita income of many developing countries by focusing on the long-term dynamics of investment and economic growth. As its central message, it emphasizes the crucial importance investment as a necessary condition for economic growth.
Book Description
After a history of funding environmentally costly megaprojects, the World Bank now claims that it is trying to become a leading force for sustainable development. For more than a decade, nongovernmental organizations (NGOs) and grassroots movements have formed transnational coalitions to reform the World Bank and the governments that it funds. The Struggle for Accountability assesses the efforts of these groups to make the World Bank more publicly accountable.
The book is organized into four parts. Part I describes the NGOs and grassroots movements that are the book's central focus. Part II presents case studies of four projects that provoked the emergence of transnational advocacy coalitions: Indonesia's Kedung Ombo dam, the Mt. Apo geothermal plant in the Philippines, Brazil's Planaforo Amazon development project, and the remarkable campaign of Ecuador's indigenous people to influence national economic policy that led to their participation in the design of a development loan. Part III looks at the origins and politics of reform in four areas of broader World Bank policy: the rights of indigenous peoples, involuntary resettlement, water resources, and the World Bank's institutional reforms that are supposed to encourage public accountability. In the last section, the editors discuss issues of accountability within transnational coalitions and assess the impact of advocacy campaigns on World Bank projects and policies.
Contributors: L. David Brown, Jane G. Covey, Jonathan A. Fox, Andrew Gray, Margaret E. Keck, Deborah Moore, Antoinette Royo, Augustinus Rumansara, Leonard Sklar, Kay Treakle, Lori Udall, David A. Wirth.
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