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Unlike a conventional war waged against a standing army, a "dirty war" is waged against individuals, groups, or ideas considered subversive. Originally associated with Argentina's military regime from 1976-1983, the term has since been applied to neighboring dictatorships during the period. Indeed, it has become a byword for state-sponsored repression anywhere in the world. The first edition of this reference illustrated the concept by describing the regimes of Argentina, Chile (1973-1990), and Uruguay (1973-1985), which tortured, murdered, and disappeared thousands of people in the name of anticommunism while thousands more were driven into exile. The second edition expands the scope to include Bolivia (1971-1982), Brazil (1964-1985), and Paraguay (1954-1989). Includes a chronology, an introductory essay, a bibliography, and over 400 cross-referenced dictionary entries on the countries; guerrilla and political movements; prominent guerrilla, human-rights, military, and political figures; local, regional, and international human-rights organizations; and artistic figures (filmmakers, novelists, and playwrights) whose works attempt to represent or resist the period of repression.--Publisher.
Scholars in the Marketplace is a case study of market-based reforms at Uganda's Makerere University. With the World Bank heralding neoliberal reform at Makerere as the model for the transformation of higher education in Africa, it has implications for the whole continent. At the global level, the Makerere case exemplifies the fate of public universities in a market-oriented and capital friendly era. The Makerere reform began in the 1990s and was based on the premise that higher education is more of a private than a public good. Instead of pitting the public against the private, and the state against the market, this book shifts the terms of the debate toward a third alternative than explores different relations between the two. The book distinguishes between privatisation and commercialisation, two processes that drove the Makerere reform. It argues that whereas privatisation (the entry of privately sponsored students) is compatible with a public university where priorities are publicly set, commercialisation (financial and administrative autonomy for each faculty to design a market-responsive curriculum) inevitably leads to a market determination of priorities in a public university. The book warns against commercialisation of public universities as the subversion of public institutions for private purposes.
This volume combines curricular themes and teaching methods to provide practical teaching tools for international studies faculty. The authors explore the case method, games, simulations, role-play exercises, and uses of technology. Each chapter features classroom activities.
Smiths Group (formerly Smiths Industries), part of the UK FTSE 100 index, is a global engineering company with a market capitalisation over £5bn. Evolving from beginnings in the Victorian jewellery trade, to significant market presences in the twentieth century motor accessory, clock and watch industries, it has reinvented itself again as a diversified international company, operating in the medical, communications, security and engineered components sectors. Its narrative history, illuminating the reasons for its survival and adaptability, offers useful data and information to aid wider research into questions such as the legitimacy of conglomerates as a business model, the creation and maintenance of corporate culture, issues of succession, the effects of mergers and the questionable value placed upon targeted synergies-even the role of serendipity. The story begins with several generations of the Smith family amassing a fortune in retail, and then, following a 1914 stock-market flotation, describes the transition from family run business to the development of a professionally-run managerial enterprise. Since the 1970s it has had to face the decline of major markets and competitive pressures, leading to the adoption of new business lines, globalisation, and the internationalisation of its workforce. It now has 23,000 employees across more than 50 countries-along the way shocking the markets by abandoning core businesses and undergoing a controversial merger. Unfettered access to company records, and interviews with former staff members, provide insights into the strategy and management of the firm, illuminating the rich culture of Smiths, characterised by the frequent fostering of technical brilliance and a cast of larger than life characters.
