bluuebunny/crossref_metadata_2025_split huggingface dataset:
New Frontiers
Authors: Berger Iris 
Published: November 2023

Abstract
In 1808, Louis, a Cape Town slave who worked as a tailor and was married to a free woman, led a remarkable rebellion against slavery. Following plans hatched with two Irish sailors for the Dutch East India Company, who assured him that there were no slaves in Great Britain or America, Louis traveled into the countryside with his two supporters. They deserted him on the morning the uprising began. But Louis, posing in the uniform of a Spanish sea captain with a smart blue jacket and ostrich feather hat, began marching from farm to farm informing slaves that the governor had ordered their freedom. Christians, he announced, should be bound and brought to Cape Town; they would be shipped overseas and their land distributed to the enslaved. By the end of the day, well over three hundred people had joined the marchers, who moved quickly, but relatively peacefully, gathering arms and ammunition, horses, and wagons; on a few farms they smashed furniture and windows. Most notable in the testimony of those captured that evening was the explanation of their motivation. The Secretary of the Court of Justice reported that all those taken into custody “without exception, declared that they had not the least reasons for complaints against their masters, but on the contrary they had been well treated.” Rather they were expressing a profound desire for freedom. Nearly three decades were to pass before these dreams were realized.
Minerals, War, and Unification
Authors: Berger Iris 
Published: November 2023

Abstract
The oldest daughter of Sandile, the Xhosa paramount chief, embodied the dramatic changes that transformed South Africa in the last half of the nineteenth century. Born in 1843, she spenther childhood learning the skills of traditional rural life—hoeing and weeding, caring for younger children, and crafting pots, beads, and baskets. In adolescence, along with a group of other girls, she was instructed in the polite, formal behavior expected of married women. Despite this customary upbringing, no record remains of her Xhosa name. Remembered only as Princess Emma, she came to play a pioneering role as an intermediary in addressing the challenges that confronted African communities during her lifetime. Emma was the first Xhosa woman— perhaps the first African woman in South Africa—to own land in her own name. And she paid a high price for her efforts to straddle two diverse, often conflicting societies.
Worlds Apart: A New Racial Divide
Authors: Berger Iris 
Published: November 2023

Abstract
Pixley ka Izaka Seme, born to a Christian family in Natal in 1881, left South Africa in 1898 with plans to study in the United States, following in the footsteps of his cousin John Dube, who had attended Oberlin College in Ohio. With the assistance of the American Congregationalist missionary Reverend S. C. Pixley, whose name he adopted, Seme attended the mission-run Mt. Hermon School for Boys in Northampton, Massachusetts. He then went to Columbia University in New York, where he won the university’s highest oratorical honor for a speech entitled “The Regeneration of Africa.” After earning a law degree at Oxford University, Seme returned home as an attorney in 1910, unprepared for the shocking treatment of Africans in Johannes-burg. Young and self-confident, he reacted with rage when a group of whites objected to his traveling first class on a train and threatened them with a loaded gun. His justification of this impulsive action conveyed his strong class and professional identity. “Like all solicitors,” he replied, “I, of course, travel first class.” Sparked by this anger, Seme would go on to initiate a new protest organization, the South African Native National Congress, which would struggle for more than eighty years to transform the oppressive conditions in his country.
The Global Financial Services M&A Deal Flow
Authors: Walter Ingo 
Published: November 2023

Abstract
The previous chapter provided a structural framework within which the reconfiguration of the financial services sector can be explained in an historical context, assessed in terms of ongoing or rumored transactions, and sometimes predicted going forward. If a new financial intermediation channel opens up as a result of technological or regulatory change, it is virtually certain that end users of the financial system will sooner or later try out those channels, thereby rewarding the innovators. Established firms then have three choices: (1) they can stand and fight to beat back the threat of disintermediation by making an economic case that the new approach is not in clients’ best interests or threatens to reduce access to other types of financial services of value to clients, perhaps coupled with appeals to the regulatory authorities for protection, (2) they can “go with the flow” and build their own capacity in the new areas that pose a competitive threat, (3) or they can acquire one or more of the firms that have developed a solid foothold in the new area of financial services activity.
Information Technologies for Knowledge Management
Authors: Davenport Thomas H 
Published: November 2023

Abstract
Information technology (IT) has been perhaps the single most important intervention in managing knowledge, at both the individual and the organizational levels, over the past couple of decades. It is highly unlikely that we would even be talking about knowledge management if a variety of new technologies were not available. The advent of personal computers, personal productivity software, personal digital assistants, mobile technologies, group discussion systems, document-sharing systems, web portals, and so forth has transformed the knowledge landscape. Knowledge workers can now create, share, and use information and knowledge almost anywhere and at any time. It is safe to assume that few knowledge workers would give up their technologies.
The Strategic Management of Knowledge
Authors: Ichijo Kazuo , Nonaka Ikujiro 
Published: November 2023

Abstract
In the current knowledge-based economy, individual and organizational knowledge, as well as brainpower, have replaced physical assets as critical resources in the corporate world (Drucker, 1993). Therefore, the success of a company in the twenty-first century will be determined by the extent to which leaders can develop their intellectual capabilities through activities for enhancing them. In addition, knowledge created by these leaders should be used effectively and efficiently in the organization. It must also be protected. In today’s economy, knowledge and its strategic management constitute a competitive advantage of corporations (Eisenhardt and Santos, 2001). Therefore, a new strategic framework is required to manage the knowledge based competence of a corporation.
Governance Information in Knowledge-Based Companies
Authors: Lorsch Jay w. 
Published: November 2023

Abstract
The Scope of the Problem The issue of the information needed by boards of directors to govern companies that are knowledge-intensive businesses is doubly complex. As in any company, there are problems with keeping the governing body (normally the board of directors) informed. This is always a significant challenge, but in knowledge- intensive companies there is the added fact that the information which directors need in order to govern may be especially difficult for them to obtain and understand. Although these two difficulties are interrelated, I shall describe them separately and then suggest remedies that address their combined effect.
Enhancing Social Capital for Knowledge Effectiveness
Authors: Cohen Don 
Published: November 2023

Abstract
The networks of informal trust relationships that we call ‘‘social capital’’ provide an essential social infrastructure for knowledge sharing and the knowledge creation sparked by new combinations of existing knowledge. In this chapter, I describe how several organizations maintain the high levels of social capital that support successful knowledge exchange. The policies, values, and behaviors that sustain and strengthen social capital in those organizations suggest principles of social capital development which other firms can use to enhance their own social capital and improve their knowledge effectiveness.
Speculative Truth
Authors: Mccormmach Russell 
Published: November 2023

Abstract
With a never-before published paper by Lord Henry Cavendish, as well as a biography on him, this book offers a fascinating discourse on the rise of scientific attitudes and ways of knowing. A pioneering British physicist in the late 18th and early 19th centuries, Cavendish was widely considered to be the first full-time scientist in the modern sense. Through the lens of this unique thinker and writer, this book is about the birth of modern science.
The Ancient Roots of Southeast Asia to ca. 200 BCE
Authors: Lockard Craig A 
Published: November 2023

Abstract
According to a Malay proverb, “it takes a long time to build a mountain.” It also took people a long time to build the foundations for the first complex societies based on farming and cities. The story of Southeast Asians began long ago. Around 2 million years ago, bands of modern humankind’s direct ancestor, Homo erectus (“upright human”), began migrating out of Africa, carrying with them refined tools, sophisticated hunting skills, a group-oriented social life, and an ability to adapt to new environments. This was the first great migration in human history. Skulls and tools unearthed on Java during the past century suggest that Homo erectus may have been widespread in Southeast Asia by 1.5 million years ago and possibly earlier.
The Jakun people of the Malayan mountains believe that all humanity descended from two deities: one male and one female. In the myths and legends of many Southeast Asians their people have always lived in the region or were created there by gods. But the story uncovered by scholars is more complex. The discoveries of bones and tools in Java and Borneo indicate that modern humans, known as Homo sapiens, who most scholars believe also originated in Africa, were settling in Southeast Asia at least 40,000 years ago.
New Cultures and Connections, ca. 1300—1750
Authors: Lockard Craig A 
Published: November 2023

Abstract
In 1468 Sultan Mansur, the ruler of the Malaysian state of Melaka, wrote a letter to the king of the Ryukyu Islands, just south of Japan, extolling the benefits of trade relations: “We have learned that to master the blue oceans people must engage in commerce and trade. All the lands within the seas are united in one body. Life has never been so affluent in preceding generations as it is today.” The collapse of the Golden Age kingdoms proved a prelude to a dynamic new era in which many societies, among them Melaka, became increasingly involved with world trade and the larger Eurasian realm. Theravada Buddhism and Islam spread widely throughout Southeast Asia, and new cultures emerged. New states and empires were founded on the legacies of older ones. Most Southeast Asians lived within one of three broad social and cultural spheres that had developed by the fifteenth century: the Theravada Buddhist, the Vietnamese, and the Malayo-Muslim or Indonesian. All these peoples flourished into the 1700s.
The Western Winds of Colonialism, 1750—1914
Authors: Lockard Craig A 
Published: November 2023

Abstract
Frustrated by the Vietnamese emperor’s refusal to liberalize trade relations with Western nations and protect Christian missionaries, the French, seeking to expand their empire in Asia, attacked Vietnam with military force in 1858 and over the next three decades conquered the country despite determined resistance. The blind Vietnamese poet Nguyen Dinh Chieu bemoaned the loss of his country’s independence: “Rivers and mountains are overturned; whence this disaster, O Heaven? Sadly the white clouds cover the land. And now the West wind of autumn blows unceasingly across the world.” In this era most of the Southeast Asian states faced various crises, leaving them less able to thwart the more intensive European penetration made possible by the military, technological, and economic power generated by the Industrial Revolution. And capitalism in the West encouraged an endless quest to acquire new resources to be exploited and markets for industrial goods. One Malay teacher and scholar of Arab ancestry, Syed Shakkh al-Hady, observed ruefully in 1907 that “the Europeans . . .[came] replete with the weapons to win the battle of life and equipped with knowledge of the ways and means to make profit.” The result was a resurgence of colonialism, as all the major societies except the Siamese felt the Western winds of conquest.
Fighting for the Cause of National Freedom, 1900—1950
Authors: Lockard Craig A 
Published: November 2023

Abstract
In 1930 the newly formed Indonesian Nationalist Party met to develop a platform for action, to respond to the challenges posed by colonialism. Their statement urged Indonesians to be zealous in the cause of national freedom, which was the only way, they argued, that the Indonesian people could reshape the nation in their own interest. Nationalist movements originated in Europe in the eighteenth century and then spread to the Americas and India before moving into Southeast Asia in the late nineteenth century. Nationalism involved a sense of common feeling transcending class and ethnicity among people who desired to express that wider community by establishing an independent country. Nationalism’s first Southeast Asian stirrings came in the Philippines, leading to the ultimately thwarted revolution against Spain in 1896. By the 1930s nationalism was a growing force in Indonesia, Vietnam, and Burma, all places where colonial rule was particularly oppressive and unpopular. Nationalism also influenced Siamese politics but was a weaker force in Cambodia, Laos, Malaya, and the U.S.-ruled Philippines.
Southeast Asia and the Wider World
Authors: Lockard Craig A 
Published: November 2023

Abstract
The late nineteenth-century Philippine nationalist hero José Rizal claimed that to read the destiny of a people, it is necessary to open the book of their past. The Southeast Asian lands may no longer be as green nor the rivers as blue as they were centuries ago. But with their long, rich connections to the wider world and persistent ability to integrate ideas and institutions from abroad with indigenous traditions, Southeast Asians have made their mark on world history. Although outsiders imposed some influences, Southeast Asians also selected ideas that appealed to them. This process of exchange continues today as the world becomes even more linked through trade, communications, international organizations, migration, and travel. The influential Indonesian thinker Soedjatmoko, summing up the globalizing trends of the later twentieth century, described a world of “collapsing national boundaries and horrifying destructive power, expanding technological capacity and instant communication[in which] we live in imperfect intimacy with all our fellow human beings.”
Invisible Warriors
Authors: Restall Matthew 
Published: November 2023

Abstract
This image tells us much about the Spaniards, but it leaves out critical aspects of the story. There is no doubt that the Spaniards were consistently outnumbered by native enemies on the battlefield. But what has so often been ignored or forgotten is the fact that Spaniards tended also to be outnumbered by their own native allies. Furthermore, the “invisible warriors” of this myth took an additional form, that of the Africans, free and enslaved, who accompanied Spanish invaders and in later campaigns equaled or exceeded them in number.
Introduction: Why Knowledge Capital?
Authors: Chatzkel Jay L . 
Published: November 2023

Abstract
In 1939, Robert S. Lynd in Knowledge for What? wrote that people need to rebuild their organizations so that knowledge flows freely to create opportunities and solve problems. This view of knowledge as key for significant change is as relevant for those leading and operating enterprises today as it was then. Knowledge inputs are increasingly valuable not only in all goods and services offered by any kind of organization, but also for how that enterprise does its business day to day. The ability of an organization to effectively nurture, capture, leverage, and share its knowledge resources can be the key that provides an enterprise with its strategic power advantage in the world.
Vince Barabba: Understanding the Enterprise as a System
Authors: Chatzkel Jay L . 
Published: November 2023

Abstract
Vince Barabba is the general manager of General Motors’s corporate strategy and knowledge development and is also responsible for over seeing GM’ s new business development network.
Barabba has been a part of an extensive, long-term effort to infuse a systems thinking approach into how problems are perceived and dealt with at General Motors. He sees that not embracing this approach has been the cause of endemic problems in organizations and that recognizing the systems phenomenon permits us to reconceptualize the complex, significant, and unprecedented issues we face. Barabba draws upon the work of Peter Drucker, Russell Ackoff, C. West Churchman, and W. Ed wards Deming to frame his systems view.
Brook Manville: Learning in the Knowledge Era
Authors: Chatzkel Jay L . 
Published: November 2023

Abstract
Brook Manville is chief learning officer and customer evangelist at Saba Software, a leading provider of human capital development and management solutions. Saba provides a platform of Internet-enabled tools and applications for managing learning, skill development, and human capital development more generally. At Saba, Manville is responsible for its re search programs, its own learning programs and processes, and a variety of external programs related to the development of Saba’s knowledge and customer relationships.
In this session, Manville discusses the evolution of knowledge management and the trends emerging beyond what he sees as our current plateau. One such trend is the convergence of knowledge management and learning. Another is the expansion of the traditional domain of knowledge management to encompass the broader management of hu man capital and also the embrace of the extended enterprise, which includes partners, suppliers, and customers.
Alex Bennet: The Knowledge-Centric Organization
Authors: Chatzkel Jay L . 
Published: November 2023

Abstract
Alex Bennet is cofounder of the Mountain Quest Institute, a research and retreat center focused on achieving growth and understanding through quests for knowledge. She served as the chief knowledge officer from 1998 to 2002 for the U.S. Department of the Navy, where she pioneered and led the development of the navy’s enterprise-wide knowledge centric organization (KCO) effort. She also was co-chair of the Federal Knowledge Management Working Group.
In addition to her extensive and diverse career with the U.S. Navy, Bennet has published more than 500 articles, edited several books on knowledge management and e-government, and is co-author of a book on the Department of the Navy’s CI O implementation strategy.
Disruptive Competition :Intensifying Actions And Reactions In The Twenty-First Century
Authors: Grimm Curtis M , Lee Hun , Smith Ken G 
Published: November 2023

Abstract
In the last two decades, a significant restructuring of business and industry has occurred through globalization, a worldwide renaissance of capitalism, and a resultant movement toward government deregulation and privatization, as well as an immense wave of technological innovation. The restructuring has already had an enormous impact and is likely to continue to affect the way business is conducted well into the twenty-first century. Many observers have argued that a new age of fastpaced competition or hypercompetition is emerging as a result of those significant changes. The new age of competition is distinct because of the dramatic increase in competitive actions and reactions between firms. As a consequence of the accelerating rate of actions and reactions, the time firms have to make decisions has decreased, and the speed with which new ideas are created and brought to market has increased. Above all, the speed at which data, information, and knowledge pulse between competitors has skyrocketed. In this new age of competition, fast companies generate advantages and market power while faster ones generate more advantages and greater market power, and no one’s advantages are guaranteed to last long.
Economic Theories Of Competition And Competitive Advantage Neoclassical, Industrial Organization, Game Theory, Schumpeterian, And Evolutionary Economics
Authors: Grimm Curtis M , Lee Hun , Smith Ken G 
Published: November 2023

Abstract
The economics literature contains a diverse array of perspectives on competition. While the emphasis has largely been focused on the outcomes of competition for society and economic efficiency, this literature contains rich insights for firms in their quest for competitive advantage over their rivals. The most well-known view of competition within strategy is the Porter Five-Forces model, which has its origins in the structure-conduct-performance (S-C-P) framework of industrial organization (IO) economics. The Porter model posits that competitive advantage is primarily driven by industry structure and exhibits how a firm is positioned within and influenced by that structure. From that perspective, the environment largely determines competitive advantage and performance.
Knowing Your Relative Market Position
Authors: Grimm Curtis M , Lee Hun , Smith Ken G 
Published: November 2023

Abstract
We discussed the new age of fast-paced competition in chapter I and the most common economic perspectives on competition in chapter 2. With this background, we now explore how a firm can achieve a competitive advantage over its rivals by understanding its relative market position-the first step to understanding the action alternatives available to the firm-and its relative resource position (chapter 4). The essence of knowing a firm’s relative market position involves understanding the industry structure and dynamics in which a firm competes (i.e., performing an industry analysis).