bluuebunny/crossref_metadata_2025_split huggingface dataset:
Organized Interests and Populist Beliefs
Authors: Windlesham Lord 
Published: November 2023

Abstract
The prologue to some of the most dramatic events of the 103rd Congress was set in the Rose Garden of the White House on August 11, 1993. During the presidential campaign Clinton had decided that, if elected, it would be a priority for his administration to bring forward an early crime bill. His strategy was to combine support for crime prevention measures, toward which he was sympathetic, with stronger penalties and more effective law enforcement. Such a combination, Clinton believed, would have popular appeal as well as being politically attractive to Democrats and their supporters in the urban areas where the needs were greatest, and it was contended that too few resources had been directed toward the roots of the problems of crime before the harm occurred. Once installed at the White House, the President lost no time in telling the chairmen of the Judiciary Committees of the Senate and the House, Senator Joseph Biden (Dem. Delaware) and Representative Jack Brooks (Dem. Texas), both battle-hardened veterans of previous crime bill initiatives, that he wanted a bill drafted as soon as possible, building on the compromises reached in the conference report on the Bush administration’s crime bill, which had been blocked in the Senate in its final stages. With this as a starting point, he envisaged the addition of some new elements to give greater emphasis to policing and prevention. On several occasions in the first six months of 1993 Clinton reminded Biden of his desire to see a draft without delay. From the outset he preferred the legislation to originate from the congressional leadership rather than the alternative of a bill drafted by the Department of Justice and sent by the President to Congress by way of executive communication. The reasons lying behind this tactic will be explored later in the narrative when the scenario has become more familiar.
Introduction
Authors: Cushman Barry 
Published: November 2023

Abstract
The story of the “switch-in-time” is among the most enduring chapters of our constitutional history. It is repeated every year in countless courses in govern­ ment, history, and constitutional law in our nation’s high schools, colleges, and law schools. One of the great morality plays of American civics, it is both celebratory and cautionary. A vast and remarkably homogenous literature built by legions of lawyers, historians, and political scientists recounts and reiterates the story with varying degrees of subtlety and sophistication. In truncated, composite, and only mildly caricatured form, it goes as follows: Once upon a time, in the dark days of the Great Depression, there was a great liberal president (Franklin Roosevelt) who fought valiantly against rich and powerful economic royalists in a noble effort to better the lot of the common man and save the country from economic ruin. His plan, which he called the New Deal, enjoyed widespread public support but was repeatedly rejected by the Supreme Court. The president was aided in his crusade by three wise and visionary liberal justices (Brandeis, Stone, and Cardozo), who generally supported his program and voted accordingly in the cases that came before the Court. Their efforts were frustrated, however, by four reactionary conservative justices (the “Four Horsemen” Van Devanter, McReynolds, Sutherland, and Butler), whose jurisprudence was driven by their devotion to the anachronistic tenets of laissez-faire economics and their sympathetic subservience to the interests of rich and powerful people and institutions. The conservatives were too frequently aided in their obstructionist enterprise by two waffling moderates (Hughes and Roberts), whose business-class origins likewise disposed them against the New Deal. In the general election of 1936, however, the American people forcefully repudiated the jurisprudence of the Court’s majority and wholeheartedly embraced the constitutional theories of Franklin Roosevelt. Emboldened by his landslide victory, Roosevelt soon thereafter announced his plan to pack the Court. Fearing institutional evisceration, the mod­ erates, in an act spurred by a mixture of cowardice, “statesmanship,” and newfound constitutional enlightenment, decided to switch rather than fight.
Associationalism Ascendant
Authors: Cushman Barry 
Published: November 2023

Abstract
Wartime Lessons and a New Profile for Organized Labor As the country confronted the exigencies of domestic production, communication, and transportation brought on by World War I, it became clear that the Adair majority’s professed agnosticism on the relationship between union-management relations and interstate commerce was no longer tenable. It was now “essential to the national safety that the volume of production be maintained at the highest possible level, and that the avenues of communication and transportation remain always open.” It was recognized that industrial strife would tend to frustrate the implementation of these critical objectives. Accordingly, the National War Labor Board was established in April of 1918 for the purpose of ensuring the peaceful and prompt settlement oflabor disputes in vital war industries.
Introduction: The Pursuit of Equality
Authors: Douglas Davison M , Devins Neal 
Published: November 2023

Abstract
The notion of equality is central to American civic life. Enshrined in two of the nation’s central documents-the Declaration of Independence (“We hold these truths to be self-evident, that all men are created equal”) and the U.S. Constitution (“No state shall ... deny to any person within its jurisdiction the equal protection of the laws”)-equality is one of the basic foundations of our national life. Yet in the most diverse nation on the planet, the notion of equality has proved elusive. A cursory survey of American history reveals the many ways in which Americans have not been treated equally under the law. We need think only of the treatment of African Americans in slavery and later in Jim Crow segregation, of women and their lack of full civil and political equality until the recent past, of the genocide and repression of this country’s native population, of the variety of indignities suffered by gays and lesbians, and of the exclusionary treatment of a vast array of immigrant groups for us to realize that equality has been denied to many Americans. In the 1990s, the issue of equality-for whites as well as for racial minorities, for men as well as for women-continues to bedevil our civic life. Cries of unequal treatment continue to be heard in both public discourse and the courts. America is far from having reached consensus over the meaning of equality and whether we have in fact achieved it.
The Politics of Clientele Capture: Civil Rights Policy and the Reagan Administration
Authors: Graham Hugh Davis 
Published: November 2023

Abstract
This chapter uses the Reagan administration as a case study of national policy making in the post-1960s American state. Specifically examined is the attempt by conservative Republican policymakers during Reagan’s presidency to narrow the reach of federal civil rights enforcement. As a presidential candidate opposing Jimmy Carter in 1980, Ronald Reagan declared: “We must not allow the noble concept of equal opportunity to be distorted into federal guidelines or quotas which require race, ethnicity, or sex-rather than ability and qualifications-to be the principal factor in hiring or education.” The 1980 Republican platform criticized “bureaucratic regulations which rely on quotas, ratios, and numerical requirements to exclude some individuals in favor of others.”
The Supreme Court’s Pursuit of Equality and Liberty and the Burdens of History
Authors: Garrow David J 
Published: November 2023

Abstract
The Supreme Court’s decision in Brown v. Board of Education is commonly regarded as the signal event in the modern quest for racial equality. Confronted with widespread racial segregation of schoolchildren by reason of state law, the Court in Brown held that such segregation violated the equal protection clause of the Fourteenth Amendment.
Inventors
Authors: Wren Daniel A , Greenwood Ronald G 
Published: November 2023

Abstract
President George Washington’s first annual message to Congress was given in Philadelphia, Pennsylvania, in 1790. In a plea for providing for the common defense, he said, “To be prepared for war is one of the most effectual means of preserving peace.” America not only should be armed but also “should promote such manufactures, as tend to render them independent of others for essentials, particularly for military, supplies.” Americans should search for inventions abroad as well as be encouraged to make “exertions of skill and genius in producing them at home ... for there is nothing which can better serve your patronage than the promotion of science and literature. Knowledge is in every country the surest basis of public happiness.” This statement, two centuries old, is as relevant to the knowledge-based society of today as it was back then.
Organizers
Authors: Wren Daniel A , Greenwood Ronald G 
Published: November 2023

Abstract
Teamwork is a frequently used word, but in practice the goal often falls short of achievement. Getting people to work together in pursuit of a common end is an ancient problem in military, religious, governmental, and economic endeavors. Economic enterprises are different from other kinds of undertakings: They cannot rely upon the rigorous training and discipline of the military, nor upon the possibilities of hell and heaven and the devotion of the faithful found in the church. Nor can they pass laws and use taxes, as governments can. While leadership is critical to goal attainment, it typically occurs within some organizational setting.
Motivators
Authors: Wren Daniel A , Greenwood Ronald G 
Published: November 2023

Abstract
Human motivation has been problematic since the first human wondered why her or his fellow humans did what they did. Some, such as Peter Drucker, suggest, “We know nothing about motivation. All we can do is write books about it.” Is Drucker right? Or can we learn from others and understand better this puzzling question? The word motivation comes from the Latin movere, “to move”; from that root comes motive, why someone does something, and motivation, what impels, incites, or induces people to act as they do.
Japanese Corporate Boards and the Role of Bank Directors
Authors: Sheard Paul 
Published: November 2023

Abstract
Banks occupy an important place in the loose networks of large firms that characterize the Japanese brand of capitalism. Most listed firms in Japan have an identifiable connection to one of the ten or so major commercial banks. Many firms are affiliated with one of the six bank-centered groupings, most clearly the case when they belong to the group presidents’ club. Keizai Chosa Kyokai (1993) identified 635 (60 percent) of the 1,053 first-section-listed firms in 1991 as being affiliated with one of the six bank-centered groups and 140 (13 percent) as being affiliated with one of the nine other city or long-term credit banks. Only 93 firms (9 percent) were found not to be affiliated with a bank or parent company. President club membership is much more exclusive: In 1991, only 175 (8 percent) of the 2,086 listed firms belonged to one of the six clubs (Toyo Keizai Shinposha, 1991). Even if the affiliation is not this clear-cut, most firms have a “main bank” relationship (as do group-affiliated ones), meaning that the bank maintains the leading position in loan shares and other banking business with the firm and that the bank and firm maintain a significant interlocking shareholding relationship.
Business in its Natural Environment: Toward a Unifying Moral Framework
Authors: Rosenthal Sandra B , Buchholz Rogene A 
Published: November 2023

Abstract
One topic of growing concern in business ethics is the relation of business to the natural environment and the ethical issues inherent in that relationship. The natural environment is becoming increasingly important as environmental problems impinge themselves on business and society. Yet when it comes to ethical issues with respect to the environment, business ethics is confronted with another area of ethics, environmental ethics, that has a separate body of literature, different professional organizations, and disparate scholars and educators.
A Pragmatic Theory of the Corporation
Authors: Rosenthal Sandra B , Buchholz Rogene A 
Published: November 2023

Abstract
Elements of a pragmatic theory of the corporation are infused throughout many of the previous chapters. This chapter, however, is intended to bring into focus or highlight certain features of pragmatism as they can shed further light on an understanding of the nature of the corporation from a pragmatic perspective. According to classical economic theory, the corporation is a device that was formed for purely economic purposes. It relates to the society solely through the marketplace, and marketplace transactions make up the whole of its existence and reason for being. The corporation is considered to be a voluntary organization in which people band together as investors, employees, and so on, because of economic selfinterest. The majority of the wealth generated goes to the shareholders, the owners of capital, with employees of the corporation receiving wages or salaries for their contribution, and creditors receiving interest on their loans to the organization.
Moving Shoji Screens to Include Women the Evolution of Women and Companies
Authors: Renshaw Jean R 
Published: November 2023

Abstract
The highly flexible structure of the Japanese screen with its inconspicuous hinge system is integral to its beauty. Folding screens were readily portable and relatively compact to store. Their flexible format allowed for formal presentation aligned in parts with very even spacing of their zigzag folds or informal placement in irregular configurations. That the nature of screens is to be easily folded, readily portable, and relatively compact makes them just what a woman would need to screen her upward movement into management and to carry the screen upward with her. While a few women have come out to speak up against unfair practices, many women have found it easier and more effective to use or ignore cultural blind spots and continue upward behind the screen of invisibility rather than trying to change corporate attitudes and practices directly. Both men and women have an investment in women’s power remaining invisible. For men, it sustains the illusion of power and seems to maintain the status quo, while for women it provides protection as they chip away at the bottom.
Japanese Quality Technology: Transferred and Transformed at Hewlett-Packard
Authors: Cole Robert E 
Published: November 2023

Abstract
Enormous uncertainty gripped top managers in large U.S. manufacturing firms in the early 1980s as they came to realize that their Japanese competitors had developed a large competitive advantage over them.1 There were a great number of competing explanations as to the cause of the problems facing American industry. Was it quality? Was it productivity? Was it lowpaid workers, cheap capital, or unfair Japanese government support for their competitors? Was it a combination of factors? Which combination? Over time and with much trial and error, U.S. managers came to accept that quality was one of the significant competitive issues to which they needed to respond, that the Japanese really were doing better, and that the Americans lacked information on how the Japanese did it.
Organization Theory Perspectives on the Cross-Border Transfer of Organizational Patterns
Authors: Westney D Eleanor 
Published: November 2023

Abstract
The transfer of Japanese production systems to the United States in the 1980s and 1990s must rank as the most widely discussed and intensively studied case of cross-border organizational learning in modern history. But the nature of the discussion has shifted over time. In the early 1980s, when the establishment of Japanese auto plants like Honda’s in Ohio and Toyota’s joint venture with GM in California first drew extensive popular attention to the issue, much of the discussion was over whether Japanese systems were at all transferable to the U.S. social context, which differed in so many ways from the Japanese setting in which they had evolved. Time and many careful studies have demonstrated that many Japanese practices do in fact “work” in the
Double Object Constructions
Authors: Ura Hiroyuki 
Published: November 2023

Abstract
In chapter 7 and chapter 8, through studying phenomena not directly connected to GP-splitting, I will explore some of the consequences of the theory of multiple feature checking advocated in this book. In this chapter I will try to investigate the structure of the so-called double object construction (DOC) under the Agrless feature-checking theory reinforced with the theory of multiple feature checking. It will be demonstrated that some parametric variations as well as their interesting correlation with optional object shift can be naturally accounted for.
Object Shift in Japanese
Authors: Ura Hiroyuki 
Published: November 2023

Abstract
Since Chomsky (1992) gave an appealing account of the so-called Holmberg’s generalization by means of the MLC under the Agr-based Case theory, “object shift” has been one of the hottest subjects in the minimalist theory. But, in the literature, many discussions on this topic have been made in connection with Germanic, especially Scandinavian languages (e.g., Holmberg 1986, Johnson 1991, Collins and Thráinsson 1993, Vikner 1994, and Bobaljik 1995b, to list only a few), though object shift in other languages has occasionally been discussed (Branigan 1992, Mahajan 1990, and Déprez 1994, among others). In this chapter I will address my attention to Japanese, providing evidence in favor of the claim that Japanese has overt object shift only in ditransitive clauses.
Classicism Ascendant, 1880-1930
Authors: Wiecek William M 
Published: November 2023

Abstract
Few of the Justices who served on the Supreme Court in the half-century after 1890 were untouched by the mentalite of classical legal thought. And even those few - Brandeis, Cardozo, Stone, Holmes (to a degree)- had to contend with it among their brethren. Classicism informed everything that the Court did, above all its constitutional adjudication. Here we return to a familiar story, a tale thrice told. For it was in the constitutional decisions of the “Lochner era” and beyond that the influence of the classical outlook was most ponderous. The story of the Court’s public law adjudication in this half-century can be told from various perspectives; the approach of this study is not the only valid one. Of itself, this account is incomplete, and must be supplemented with other analytical or narrative approaches. But every story must be told from some standpoint, and the standpoint of this study is classical orthodoxy.
Lought and Thanguage
Authors: Loritz Donald 
Published: November 2023

Abstract
A baby wildebeest, born on the Serengeti, learns to walk and run in a matter of minutes. The precocious wildebeest is marvelously adapted. But once a wildebeest can outrun a lion, its adaptation is largely done. Humans must adapt, too, but they must continue to adapt, first to mother, then to brother, then to teacher, then to work, then to him, then to her, then to babies, and so it goes. The world to which humans must adapt is a world of words: his word, her word, my word, your word, word of mouth, word of honor, word of scripture, word of law, the adaptive word.
The Value of”Teams”
Authors: McKenzie Richard B , Lee Dwight R 
Published: November 2023

Abstract
The Central Reason firms exist is that people are often more productive when they work together-in “teams”-than when they work in isolation from one another but are tied together by markets. “Teams” are no passing and empty management fad. Firms have always utilized them. What seems to be new is the emphasis within management circles on the economies that can be garnered from assigning complex sets of tasks to relatively small teams of workers, both within departments and, for larger projects, across departments.
Fringes, Incentives, and Profits
Authors: McKenzie Richard B , Lee Dwight R 
Published: November 2023

Abstract
Workers Tend To Think and talk about their fringe benefits in terms remarkably different from those they use to discuss their wages. Workers who profess that they “earn” their wages will describe their fringes with reference to what their employers “give” them. “Gee, our bosses give us three weeks of vacation, thirty minutes of coffee breaks a day, the right to flexible schedules, and discounts on purchases from company goods. They also provide us with medical and dental insurance and cover 80 percent of the cost. Would you believe we only have to pay 20 percent!” Wages are the result of hard work, but fringes, it seems, are a matter of employer generosity. Fringes are assumed to come from a substantially different source, such as out of the pockets of the stockholders, than wages, which come out of the revenues workers add to the bottom line.
The Last-Period Problem
Authors: McKenzie Richard B , Lee Dwight R 
Published: November 2023

Abstract
Much Of This Book has been concerned with how different parties to business deals can take advantage of other parties and how managers can structure their organizational and pay policies to minimize what we call “opportunistic behavior.” This chapter discusses how an announced end to a business relationship can inspire opportunistic behavior. Its goal is, however, constructive-to present ways to structure business deals, and the embedded incentives, in order to maximize the durability and profitability of the deals. To do that, business relationships must be ongoing, with no fixed end, to the extent possible. Having a fixed termination date can encourage opportunistic behavior, which can reduce firm revenues and profits. That is to say, a reputation for continuing in business has economic value, which explains why managers work hard to create such a reputation.
Organizational Learning in Japanese Overseas Affiliates
Authors: Bird Allan , Taylor Sully , Beechler Schon 
Published: November 2023

Abstract
Any organization setting up a new operation must also establish new systems for managing that operation (Rosenzweig & Singh, 1991). These events present an occasion for organizational learning. In the case of newly established operations in the same country, the determination and implementation of those systems is usually straightforward-a simple replication of systems currently in effect at existing operations-and the learning minimal. However, because foreign operations are commonly associated with higher levels of uncertainty as a result of differing environmental contexts and influences, the question of what systems to implement overseas becomes more problematic. Consequently, these types of events provide many challenges but also significant opportunities for learning.