The triumph of the “no” vote in the Greek referendum was not a mandate for Grexit, but a new starting-point to talks. But is there room for a compromise any longer?
July – August 2015
Collective Life Capital: The Lost Ground of the Economy Sustainability Overfished Ocean Strategy: Powering Up Innovation for a Resource-Deprived World China Law Greek Parliament Passes Debt Agreement, but European Democracy is on its Knees Iran Development Recasting International Development in a Post-Recessionary World India Leadership
Long Decisions: Exploring New Ways To Decide What To Do
Michael Mainelli and Robert Ghanea-Hercock
John McMurtry
The Merits of Eco Governance in a Modern World
Jonas Törnblom
Nadya Zhexembayeva
Civilised Cities: A New Model of Sustainable Urbanisation with Chinese Characteristics
Bao Zonghao
Safe Haven: How A Recent United States Supreme Court Decision Stands To Protect Foreign Banks From Their Depositors’ Creditors
Charles H. Camp and Theresa B. Bowman
After the Greek Referendum: Into Uncharted Waters
Dan Steinbock
Jonathan Hopkin
What the Iran Nuclear Deal Means – and What it Doesn’t
Scott Lucas
Globalization and Systemic Risk
Ian Goldin and Mike Mariathasan
Stephen McCloskey and Gerard McCann
Helping Disabled Youth Get Good Jobs
Aneel Karnani, Kevin McKague, & Meera Shenoy
Leadership Dispatches: Business Lessons From A President Taking Charge
Michael Useem, Howard Kunreuther and Erwann Michel-Kerjan
Sovereigns In The American Courtroom:
What Tools Do Judges Have In The United States To Compel Compliance When A Foreign Sovereign Behaves Badly?
By Theresa Bowman and Charles Camp
As the world grows ever smaller, business relationships with governmental entities worldwide increasingly defy traditional assumptions and expectations as to the privileges and protections afforded by sovereignty.
Saudi Arabia’s Yemen Offensive, Iran’s “Proxy” Strategy, and the Middle East’s New “Cold War”

By Flynt Leverett and Hillary Mann Leverett
Riyadh’s war in Yemen marks a dramatic escalation in its efforts to roll back Iran’s rising influence in the Middle East. Saudi Arabia portrays its Yemen campaign simply as a battle of “good” Arabs and Sunnis supporting Yemen’s legitimate government against “evil” Iranians trying to overthrow it via local Shi’a “proxies” – reiterating a generalized Saudi (and Israeli) narrative about Iran’s use of proxy allies to consolidate regional “hegemony.” More considered analysis shows that Iran’s “proxy” ties are part of an effective strategy to expand political participation in contested regional venues. While Saudi Arabia (like Israel) considers this a mortal threat, it is essential to effective conflict resolution. Riyadh’s intensely sectarian response – including its Yemen war – now fuels what some call a new Saudi-Iranian/Sunni’- Shi’a “Cold War” in the Middle East.
The Origins of Business
This essay outlines how business entities began and grew to become the recognizable ancestors of modern business. It suggests that deliberate innovation and marketing are the principal distinctions between modern and ancient business, and argues that finance, although important even in antiquity, has become vastly more so today because of techniques that greatly increase the trustworthiness of borrowers.
Mysteries on India’s Agricultural Credit Supply
By Dr. A. Narayanamoorthy and Dr. P. Alli
Following the announcement of comprehensive credit policy of 2004, an impression is often gained from the official statements that all agrarian problems can be set right with the enhancing of agriculture credit. The article queries whether government credit expansion policies are reaching the targeted beneficiaries and argues that enhanced credit is not enough in itself because enhanced institutional credit, without more, to agriculture in a way contributes to more of farm indebtedness.
Why Firms Underinvest in Public Relations
Successful organisations invest in their reputations and relationships with external stakeholders with the aim of reducing an incidence of crisis, the severity of the crisis, and the speed of recovery from those crises. By applying sophisticated management tools, multinational firms can create value for shareholders and society. Below, Witold J. Henisz discusses twelve traps successful organisations must avoid if they would like to invest appropriately in “Corporate Diplomacy”.





























































