A provocative discussion of how public investment and private entrepreneurship can combine to shape future advantages from...
Drawing on her business success, Internet entrepreneur and internationally respected transport expert Chase details how digital infrastructure can be used to organize excess capacity and generate profit in service businesses.
In 2000, the author co-founded Zipcar, a pioneering Web-based company that rents cars by the hour. The company provided on-demand auto availability for people who did not want to rent by the day or assume ownership of an asset they would only use a small fraction of the time—perfect for New York and other metropolises. Subsequently, ride-sharing (her own Buzzcar, taxi services like Uber) and apartment rental businesses (Airbnb) were added to the mix. Chase and other innovators have defined market potentials and developed them into significant moneymaking ventures. First, the author established that people are prepared to share goods like automobiles, if the economics make sense; second, that a wireless-enabled Web infrastructure makes sharing easy; and third, that people can be trusted. More generally, Chase understood that she needed to build a company with a per-rental transaction cost of as close to zero as possible. Public investment in the Internet provided the pre-existing platform that could support the application and was paid for by the users’ payments to their service providers. Furthermore, digital mapping has helped to make these apps successful. Cost reductions are among the many public benefits that follow. Chase discusses these effects and argues that social benefits be transformed into rights of citizenship, not just linked to increasingly changeable employment. She resurrects an older idea for a guaranteed income for all, and in this way, she answers Craig Lambert's Shadow Work (2015) and the concerns he raises about the loss of starter jobs to the digital economy
A provocative discussion of how public investment and private entrepreneurship can combine to shape future advantages from existing used and unused capacities.Pub Date: June 9, 2015
ISBN: 978-1610395540
Page Count: 304
Publisher: PublicAffairs
Review Posted Online: March 28, 2015
Kirkus Reviews Issue: April 15, 2015
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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