The author’s fluid, conversational style elevates Meagher’s work from the weight that often bogs down other academic texts....
A thorough study of the roots of modern human trafficking and Chinese emigration.
Against the backdrop of China’s rapid advance to the forefront of the world economy and sharp scrutiny over global trends in human trafficking, Meagher’s exhaustive survey of Chinese indentured labor is a richly informative, timely release. His volume, much broader in scope than the Latin America in his subtitle indicates, is a careful examination of cultural, political and socioeconomic factors that contributed to this phenomenon. Meagher argues that the termination of the African slave trade, an urgent need for laborers in the West and a deteriorating Chinese economy conspired to spawn the emigration of more than a quarter million Chinese laborers to Latin America in the span of 28 years. Beginning in 1847, Chinese emigration quickly evolved into a prosperous black market cottage industry that, alongside the illicit opium trade, attracted enterprising, often dubious characters. These overlords relentlessly plundered China’s human resources to satisfy a labor vacuum in the West. Scheming brokers often used any means available–false promises, deceit and fraud–to lure prey aboard ships. Victims of kidnapping account for more than a quarter of the human cargo, while appalling prison-like conditions, mutinies and disease resulted in a 12 percent mortality rate during the nine-month voyage. Great Britain and the United States abandoned the coolie trade in the mid 1860s after much public outcry. Trafficking, however, continued to flourish until 1874 aboard other ships sailing for Latin America, often destined for Cuba and Peru, where booming sugar, guano and mining industries demanded a steady flow of fresh workers. This authoritative account is acutely critical of the coolie trade as a means by which the slave trade continued in the West, but suggests it did have its advantages: challenging draconian Chinese taboos that once forbade emigration and introducing Chinese culture to Western society.
The author’s fluid, conversational style elevates Meagher’s work from the weight that often bogs down other academic texts. Engaging and topical fare.Pub Date: N/A
ISBN: 978-1-4363-0943-1
Page Count: -
Publisher: N/A
Review Posted Online: May 23, 2010
Review Program: Kirkus Indie
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
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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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