Financial Crises and the Sabotage of the Production process: A Veblenian Perspective

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Resumo Este estudo explora as contribuições de Veblen sobre os fatores endógenos nas instituições e nos hábitos de gestão financeira que influenciam crises e limitam o crescimento econômico. Veblen destaca a prevalência de práticas de gerenciamento que priorizam a maximização financeira em detrimento da eficiência produtiva, promovendo a "sabotagem" industrial. As desigualdades econômicas e sociais, aliadas à ociosidade produtiva, são essenciais para sustentar o sistema capitalista. A mentalidade predatória que regula essa dinâmica também afeta as instituições políticas, intensificando a concentração de poder e a instabilidade. Como resultado, a tentativa de restauração da ordem financeira, após crises, aprofunda a sabotagem industrial e a concentração de poder. A análise de Veblen alinha-se aos pós-keynesianos, como Minsky e avança ao incorporar aspectos políticos na compreensão das crises financeiras.

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 2) Preliminary adaptation of any research to the epistemological background of the treatment to be evaluated is needed, in order to compensate for the poor compliance of EBM methodology to holistic methods. The restrictions imposed by the rules of classical epidemiology to study design (see case definition and standardization of treatment) can completely twist the analysis of results.
 3) The ethical standard implies giving attention given to treatment invasiveness, related both to life of animals employed in experimental studies and to side effects on health of human volunteers or patients.
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 Conclusions. The “five E framework” seems more adequate, for several reasons, to validate homeopathy or other treatment methods, if compared with the sole EBM approach.
 Misunderstanding of results and consequent publication bias can be avoided by adhering, in study design, to the philosophical foundations of homeopathy, i.e. by choosing a remedy according to the law of similars and the totality of symptoms – individualization of treatment.
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