The first part of this open access book sets out to re-examine some basic principles of trade negotiation, such as choosing the right representatives to negotiate and enhancing transparency as a cure to the public's distrust against trade talks. Moreover, it analyses how the Comprehensive and Progressive Agreement for the Trans-Pacific Partnership (CPTPP) might impact on the Regional Comprehensive Economic Partnership's (RCEP) IP chapter and examines the possible norm setters of Asian IP. It then focuses on the People's Republic of China's (PRC) trade and IP strategy against the backdrop of the power games between the PRC, India and the US. The second part of the book reflects on issues related to investor–state dispute settlement and its relationship with IP, such as how to re-calibrate the balance in international investment arbitration, and whether compulsory license of IP constitutes expropriation in India, the PRC and select ASEAN countries. The third part of the book questions and strives to improve some of the proposed IP provisions of CPTPP and RCEP and to redefine some aspects of international IP norms, such as: pre-grant patent opposition and experimental use exception; patent term extension; patent linkage and data exclusivity for the pharmaceutical sector; plant variety protection; pre-established damages for copyright infringement; and the restructuring of copyright limitations in the public interest. The open access edition of this book is available under a CC BY-NC-ND 3.0 licence on www.bloomsburycollections.com. Open access was funded by the Applied Research Centre for Intellectual Assets and the Law in Asia, School of Law, Singapore Management University.

Breaking new ground in the historiography of the overseas Chinese and British colonialism, this book focuses on two areas largely ignored by students of the period—opium and the economic role of the group of institutions known as kongsi, or secret societies.

Issues for 1919-47 include Who's who in India; 1948, Who's who in India and Pakistan.

Country Public Limited (CPL) was a public sector enterprise in India. It manufactured electric equipments and had a strong customer-base in India and overseas. It had witnessed a major setback in 2012 in the form of de-growth of 25% in comparison to the previous year. Rising attrition of young talented employees had added to the dismay. Perturbed by the current state of affairs at CPL, Raghav Dutta, the General Manager for its Delhi division asked for the assistance of his consultant friend Gayatri Sharma. Gayatri attempted to get to the root of the problem. Her analysis based on thorough discussions with employees and managers threw up many horrifying facts about the performance management system at CPL.