In this book, Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. co-founder Raj Sisodia argue for the inherent good of both business and capitalism. Featuring some of today's best-known companies, they illustrate how these two forces can--and do--work most powerfully to create value for all stakeholders: including customers, employees, suppliers, investors, society, and the environment.

What th Pirates are saying Arrrrrrr, this be the chart to navigate treacherous waters, scoundrels, and find the treasure ye seek. BlueBeard Avast me hardies, keep a keen weather eye to this tome. It be a cutlass, a compass, a battery o' cannon, and a fine code for chartin yer own course. Bonny Anne Bonny Buys it now, or be sent to Davie Jones' locker by those that haves. Capt. Black Jack For more information on Pirate Wisdom please go to www.piratewisdom.net

Pack your cutlass and blunderbuss--it's time to go a-pirating! The Invisible Hook takes readers inside the wily world of late seventeenth- and early eighteenth-century pirates. With swashbuckling irreverence and devilish wit, Peter Leeson uncovers the hidden economics behind pirates' notorious, entertaining, and sometimes downright shocking behavior. Why did pirates fly flags of Skull & Bones? Why did they create a "pirate code"? Were pirates really ferocious madmen? And what made them so successful? The Invisible Hook uses economics to examine these and other infamous aspects of piracy. Leeson argues that the pirate customs we know and love resulted from pirates responding rationally to prevailing economic conditions in the pursuit of profits. The Invisible Hook looks at legendary pirate captains like Blackbeard, Black Bart Roberts, and Calico Jack Rackam, and shows how pirates' search for plunder led them to pioneer remarkable and forward-thinking practices. Pirates understood the advantages of constitutional democracy--a model they adopted more than fifty years before the United States did so. Pirates also initiated an early system of workers' compensation, regulated drinking and smoking, and in some cases practiced racial tolerance and equality. Leeson contends that pirates exemplified the virtues of vice--their self-seeking interests generated socially desirable effects and their greedy criminality secured social order. Pirates proved that anarchy could be organized. Revealing the democratic and economic forces propelling history's most colorful criminals, The Invisible Hook establishes pirates' trailblazing relevance to the contemporary world.

Most marketing and branding books fall into one of two camps: either they are about leaders or they assume that brands can be managed by process alone. The Pirate Inside is different. It forwards the idea that brands are about people, and Challenger Brands are driven by a certain kind of person in a certain kind of way. Challenger Brands don't rely on CEOs or founders, but on the people within the organization whose personal qualities and approach to what they do make the difference between whether the brand turns to gold or falls to dust. In line with this thinking, The Pirate Inside forwards two key questions: what does it take to be the driver or guardian of a successful Challenger Brand, and what are the demands made by this on character and corporate culture? Building on his answers, Adam Morgan then explores the critical issue of whether big, multi-brand companies can create Challenger micro-climates within their companies, and the benefits that they might achieve by doing so.

"A collection of texts that takes a broad perspective on digital piracy and attempts to capture the multidimensional impacts of digital piracy on capitalist society today"--

Explores the influence of youth culture on transforming mainstream society through innovative cooperative venues and modern "do-it-yourself" values, in a report that reveals what can be learned through the indirect social experiments being performed by today's young artists and entrepreneurs. Reprint.

Faced with the choice of starting a company or joining a large corporation, Steve Jobs believed that it was 'more fun to be a pirate than to join the navy'. But for innovators inside established companies, making a distinction between being a pirate and joining the navy is a fallacy. We have to figure out a way to become pirates in the navy! There is nothing harder in business than trying to innovate within large corporations. Innovators in big companies often face internal opposition as well as their external competitors. It is the management of the core business that tends to get in the way of innovation. Most intrapreneurs recognise that innovation can’t be carried out as a series of one-off projects that always have to jump through political hurdles. They realise that there is a need for innovation to happen as a repeatable process. But how can they achieve this? This is a step-by-step guide to getting continuous innovation done in companies and reshaping them in the process. It is for anyone involved in corporate innovation and driving company change.

Maritime piracy's improbable re-emergence following the end of the Cold War was surprising as the image of pirates evokes masted galleons and cutlasses. Yet, the number of incidents and their intensity skyrocketed in the 1990s and 2000s off of the coasts of Indonesia, Malaysia, the Philippines, India, Bangladesh, Nigeria, and Somalia. As Ursula Daxecker and Brandon Prins demonstrate in Pirate Lands, Maritime piracy-like civil war, terrorism, and organized crime-is a problem of weak states. Surprisingly, though, pirates do not operate in the least governed areas of weak states. Daxecker and Prins address this puzzle by explaining why some coastal communities experience more pirate attacks in their vicinity than others. They find that pirates do well in places where elites and law enforcement can be bribed, but they also need access to functioning roads, ports, and markets. Using statistical analyses of cross-national and sub-national data on pirate attacks in Indonesia, Nigeria, and Somalia, Daxecker and Prins detail how governance at the state and local level explain the location of maritime piracy. Additionally, they employ geo-spatial tools to rigorously measure how local political capacity and infrastructure affect maritime piracy. Drawing upon interviews with former pirates, community members, and maritime security experts, Pirate Lands offers the first comprehensive, social-scientific account of a phenomenon whose re-appearance after centuries of remission took almost everyone by surprise.

Analyzing the rise and subsequent fall of international piracy from the perspective of colonial hinterlands, Mark G. Hanna explores the often overt support of sea marauders in maritime communities from the inception of England's burgeoning empire in the 1570s to its administrative consolidation by the 1740s. Although traditionally depicted as swashbuckling adventurers on the high seas, pirates played a crucial role on land. Far from a hindrance to trade, their enterprises contributed to commercial development and to the economic infrastructure of port towns. English piracy and unregulated privateering flourished in the Pacific, the Caribbean, and the Indian Ocean because of merchant elites' active support in the North American colonies. Sea marauders represented a real as well as a symbolic challenge to legal and commercial policies formulated by distant and ineffectual administrative bodies that undermined the financial prosperity and defense of the colonies. Departing from previous understandings of deep-sea marauding, this study reveals the full scope of pirates' activities in relation to the landed communities that they serviced and their impact on patterns of development that formed early America and the British Empire.

Spanning from the Caribbean to East Asia and covering almost 3,000 years of history, from Classical Antiquity to the eve of the twenty-first century, Persistent Piracy is an important contribution to the history of the state formation as well as the history of violence at sea.