In the early 21st century, intellectual and cultural resources emerge on all sides as candidates for ownership claims. Members of an anthropological research team investigating emergent conomic relations in a part of the world renowned for its innovative approach to resources and transactions, wish to open up the vocabulary. In this unique volume, they bring an unexpected comparative perspective to global debates on intellectual and cultural property rights (IPR and CPR). The contributors bring from Melanesia their collective experience of people initiating, limiting and rationalizing claims through transactions in ways that challenge many of the assumptions behind the international language. In a bold theoretical move, “property” is put alongside two other terms: “transactions” and “creations.” The former have a place in the anthropological tradition that now needs to be brought into the foreground. In turn, increasing interest in protecting intellectual and cultural resources means that questions about creativity have suddenly become pertinent to what is or is not being transacted. Yet is creativity a special preoccupation of modernity? How are we to talk about people’s creative practices, when innovation becomes the basis for ownership claims? This book is full of surprises!

In the early 21st century, intellectual and cultural resources emerge on all sides as candidates for ownership claims. Members of an anthropological research team investigating emergent economic relations in a part of the world renowned for its innovative approach to resources and transactions, wish to open up the vocabulary. In this unique volume, they bring an unexpected comparative perspective to global debates on intellectual and cultural property rights (IPR and CPR). The contributors bring from Melanesia their collective experience of people initiating, limiting and rationalizing claims through transactions in ways that challenge many of the assumptions behind the international language. In a bold theoretical move, "property" is put alongside two other terms: "transactions" and "creations." The former have a place in the anthropological tradition that now needs to be brought into the foreground. In turn, increasing interest in protecting intellectual and cultural resources means that questions about creativity have suddenly become pertinent to what is or is not being transacted. Yet is creativity a special preoccupation of modernity? How are we to talk about people's creative practices, when innovation becomes the basis for ownership claims? This book is full of surprises!

Winner of the Pulitzer Prize With deft portraits of many world figures, Dean Acheson analyzes the processes of policy making, the necessity for decision, and the role of power and initiative in matters of state. Acheson (1893–1971) was not only present at the creation of the postwar world, he was one of its chief architects. He joined the Department of State in 1941 as Assistant Secretary of State for Economic Affairs and, with brief intermissions, was continuously involved until 1953, when he left office as Secretary of State at the end of the Truman years. Throughout that time Acheson's was one of the most influential minds and strongest wills at work. It was a period that included World War II, the reconstruction of Europe, the Korean War, the development of nuclear power, the formation of the United Nations and NATO. It involved him at close quarters with a cast that starred Truman, Roosevelt, Churchill, de Gaulle, Marshall, MacArthur, Eisenhower, Attlee, Eden Bevin, Schuman, Dulles, de Gasperi, Adenauer, Yoshida, Vishinsky, and Molotov.

Anthropology lies at the heart of the human sciences, tackling questions having to do with the foundations, ethics, and deployment of the knowledge crucial to human lives. The Ethics of Knowledge Creation focuses on how knowledge is relationally created, how local knowledge can be transmuted into ‘universal knowledge’, and how the transaction and consumption of knowledge also monitors its subsequent production. This volume examines the ethical implications of various kinds of relations that are created in the process of ‘transacting knowledge’ and investigates how these transactions are also situated according to broader contradictions or synergies between ethical, epistemological, and political concerns.

Given the evolutionary and developmental processes that form a human being, can we plausibly believe that people can make rational and autonomous choices about their lives? How can such choices be non-arbitrary and compelling if there are no norms outside the historical process against which they can be judged? And if that historical process is simply an accidental episode in an indifferent universe, what sorts of meanings can individual lives and choices have?

This paper describes the effects of Fund transactions on members’ external reserves, estimates the net reserve creation or absorption by the Fund in the 1980s, and compares the role of the Fund in this respect with that of other sources of international reserves.

In this book a team of expert academics trained in mathematics, engineering, philosophy, physical anthropology, physics, astrophysics, biology and more investigate the prospects for intelligent design. Edited by William Dembski.

Electronic Value Exchange examines in detail the transformation of the VISA electronic payment system from a collection of non-integrated, localized, paper-based bank credit card programs into the cooperative, global, electronic value exchange network it is today. Topics and features: provides a history of the VISA system from the mid-1960s to the early 1980s; presents a historical narrative based on research gathered from personal documents and interviews with key actors; investigates, for the first time, both the technological and social infrastructures necessary for the VISA system to operate; supplies a detailed case study, highlighting the mutual shaping of technology and social relations, and the influence that earlier information processing practices have on the way firms adopt computers and telecommunications; examines how “gateways” in transactional networks can reinforce or undermine established social boundaries, and reviews the establishment of trust in new payment devices.

Add value with every decision using a simple yet powerful framework Few things are as valuable in business, and in life, as the ability to make good decisions. Can you imagine how much more rewarding your life and your business would be if every decision you made were the best it could be? Decision Quality empowers you to make the best possible choice and get more of what you truly want from every decision. Dr. Carl Spetzler is a leader in the field of decision science and has worked with organizations across industries to improve their decision-making capabilities. He and his co-authors, all experienced consultants and educators in this field, show you how to frame a problem or opportunity, create a set of attractive alternatives, identify relevant uncertain information, clarify the values that are important in the decision, apply tools of analysis, and develop buy-in among stakeholders. Their straightforward approach is elegantly simple, yet practical and powerful. It can be applied to all types of decisions. Our business and our personal lives are marked by a stream of decisions. Some are small. Some are large. Some are life-altering or strategic. How well we make those decisions truly matters. This book gives you a framework and thinking tools that will help you to improve the odds of getting more of what you value from every choice. You will learn: The six requirements for decision quality, and how to apply them The difference between a good decision and a good outcome Why a decision can only be as good as the best of the available alternatives Methods for making both "significant" and strategic decisions The mental traps that undermine decision quality and how to avoid them How to deal with uncertainty—a factor in every important choice How to judge the quality of a decision at the time you're making it How organizations have benefited from building quality into their decisions. Many people are satisfied with 'good enough' when making important decisions. This book provides a method that will take you and your co-workers beyond 'good enough' to true Decision Quality.