A gripping reconstruction of a media story whose implications have yet to fully unfold.
A former Wall Street Journal reporter delivers a behind-the-scenes account of Rupert Murdoch’s takeover of the venerable publication.
From the beginning Murdoch was playing a larger game, larger even than the “mere” acquisition of Dow Jones & Co. By adding the nation’s premier business-news organization and its coveted crown jewel to his already vast News Corp. empire, he intended to displace the New York Times as the country’s news and opinion leader. To win over the Bancroft family—for 105 years the owners of the proudly independent Journal and without whom no transaction would be possible—and to calm the paper’s nervous newsroom, the shrewdly self-aware Murdoch knew that he had to overcome his reputation as a meddling owner who used his newspapers to advance his own business interests and political views. Of course, his stunning $5 billion, $60-per-share offer was a good start to negotiations. Ellison appears to have nailed down all aspects of the deal. A ten-year Journal veteran and thoroughly versed in the paper’s culture, the author capably describes the newsroom dynamic, both pre- and post-Murdoch, the shifting power centers and the transformation from a more contemplative, analytical form of journalism to the banner headline, breaking story, product of today. Ellison also excels at sorting out the 35 adult Bancrofts, exploring the family fissures Murdoch so adroitly exploited among a group who saw themselves as noble guardians of a fine tradition, but who come off here as thin-blooded, self-interested and no match for the Australian’s thorough preparation and nimble maneuvering. Their feckless attempt to impose on the media baron a deal structure assuring editorial independence for the Journal, even as they helped themselves to his billions, almost defines a stewardship ripe for termination. It’s a measure of Ellison’s evenhandedness that, while clearly no Murdoch fan, she candidly exposes the ownership and management deficiencies that made a journalistic icon so vulnerable to capture.
A gripping reconstruction of a media story whose implications have yet to fully unfold.Pub Date: May 12, 2010
ISBN: 978-0-547-15243-1
Page Count: 304
Publisher: Houghton Mifflin
Review Posted Online: Oct. 5, 2010
Kirkus Reviews Issue: Feb. 15, 2010
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
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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