Work For Everyone Research Articles

Ханчжоуский консенсус: наследие для Китая, «Группы двадцати» и мира

China took over the G20 2016 presidency from Turkey during a period of subdued economic activity and diminished global growth. Growth in China was expected to slow to 6.3 percent in 2016 and 6.0 percent in 2017, primarily reflecting weaker investment growth as the economy continued to rebalance. Acknowledging that lower growth rates have become the “new normal”, the Chinese leadership set the annual target growth rate for China at no less than 6.5 percent in its 13th Five-Year Plan (2016-2020). The Plan redefined China’s development paradigm, de-emphasizing speed in favor of quality based on innovation, coordination, green development, openness and sharing. This vision constituted the foundation of China’s concept and priorities for the G20 presidency. The article reviews themain outcomes of the Chinese G20 presidency, focusing on major results which reflect China’s priorities for domestic development and international cooperation. Using qualitative and quantitative analysis of the G20 2016 documents and the documents of international organizations, the author highlights the key decisions made at the Hangzhou summit and trends in G20 engagement with international institutions.The findings indicate that the Chinese presidency’s priorities of development, innovation and trade received unprecedented attention, with development reaching an almost 43% share in the discourse (compared to the average of 15% for the eleven summits), innovation rising tenfold to about 7% (compared to 0.75% for the eleven summits) and trade peaking to 7.3% (compared to the average rate of 2.8%). At 2.2%, the share of the G20 discourse dedicated to the environment was higher than the overall average (1.42%) and higher than at any other summit except Cannes and Los Cabos. While energy issue-related discourse (about 4%) ranked lower than for Brisbane and Antalya, the metric was comparable to the average for the period (3.4%). Discussion dedicated to economic issues (25%) was close to the average for the period (27%). In line with the historical trend, the share of finance issues in the G20 discourse continued to decline, reflecting the G20’s role in the division of labor with regards to the regulation of financial markets.The intensity of G20 engagement with international organizations was higher than the average since the Washington summit. The choice of organizations was defined by the presidency’s priorities and established trends. Given the UN’s role in setting Sustainable Development Goals, and China’s commitment to the UN as the central element of a fair and peaceful multilateral system, it came as no surprise that the intensity of references to the UN was twice as high as the average for G20 summits and significantly higher than in any other summit. A similar trend was observed with respect to the WTO and UNCTAD. The G20’s reliance on OECD expertise continued to rise. The intensity of G20 engagement with the IMF and the World Bank was slightly lower than during the previous presidencies. Last but not least, China consolidated the G20’s dialogue with engagement groups, most notably with B20 and L20.Drawing on the results of qualitative and quantitative analysis, the author concludes that China’s G20 presidency contributed to the country’s development priorities, reflected China’s role in the evolving world order, and consolidated the G20’s status as the premier forum for economic cooperation and making globalization work for everyone. The author asserts that China managed to ensure its imprint on future G20 cooperation. First, it did so by integrating innovation, the new industrial revolution and the digital economy into its core agenda, generating 137 commitments to innovative growth and setting up the relevant international mechanisms. Second, with respect to trade and investment, it facilitated development and the adoption of two documents defining guiding principles for global investment policymaking, and promoting inclusive trade and global value chains. Third, under China’s stewardship, the G20 agreed to three action plans on energy cooperation, including Enhancing Energy Access in Asia and the Pacific: Key Challenges and G20 Voluntary Collaboration Action Plan, the G20 Voluntary Action Plan on Renewable Energy, and the G20 Energy Efficiency Leading Program (EELP), making further progress to address energy access, a cleaner energy future, energy efficiency, global energy architecture, energy security, as well as market transparency. Fourth, China advanced further G20 cooperation on development based on the Action Plan of the 2030 Agenda for Sustainable Development. Fifth, the presidency committed to establish three China-based G20 centers, thus creating opportunities to enhance its influence in the G20 process through an evidence base, research and the exchange of knowledge in key policy areas. China struck a good balance between continuity and innovation regarding the G20 agenda, contributed to its legitimacy and effectiveness through productive engagement with key international organizations and dialogues with the engagement groups, and consolidated the G20’s capacity for direction setting, decision making and delivery.

Nostalgia May Not Work for Everyone: the Case of Innovative Consumers

In recent years, marketers have widely used nostalgia in their marketing strategies. However, little research has focused on understanding whether consumer responses to nostalgic communication are always positive. Seeking to fill this gap and referring to social identity theoretical framework, current research examines the relationship between nostalgia, innovativeness and consumer purchasing decisions. Empirical results demonstrate that innovativeness and nostalgia might indeed act in opposite directions. Managerial implications of the findings are considered and directions for future research suggested.

Women and African Americans are less influential when they express anger during group decision making

Expressing anger can signal that someone is certain and competent, thereby increasing their social influence—but does this strategy work for everyone? After assessing gender- and race-based emotion stereotypes (Study 1), we assessed the effect of expressing anger on social influence during group decision making as a function of gender (Studies 2–3) and race (Study 3). Participants took part in a computerized mock jury decision-making task, during which they read scripted comments ostensibly from other jurors. A “holdout” juror always disagreed with the participant and four other confederate group members. We predicted that the contextual factor of who expressed emotion would trump what was expressed in determining whether anger is a useful persuasion strategy. People perceived all holdouts expressing anger as more emotional than holdouts who expressed identical arguments without anger. Yet holdouts who expressed anger (versus no anger) were less effective and influential when they were female (but not male, Study 2) or Black (but not White, Study 3)—despite having expressed identical arguments and anger. Although anger expression made participants perceive the holdouts as more emotional regardless of race and gender, being perceived as more emotional was selectively used to discredit women and African Americans. These diverging consequences of anger expression have implications for societally important group decisions, including life-and-death decisions made by juries.

The Global Ombudsman

This paper discusses how a Global Ombudsman institution could play a role in promoting the Legal Empowerment of the Poor, in the areas of property, labour and business rights. The paper starts with a discussion of the work of the Commission on Legal Empowerment of the Poor and its policy agenda. It explains some key concepts relating to Legal Empowerment of the Poor. The paper briefly describes the historic development of ombudsman institutions, different types of ombudsman and the different functions of an Ombudsman in various countries, as well as five different ways to conceptualise the central purpose of an ombudsman institution. The final section brings the two previous ones together and develops the idea of an Global Ombudsman for Legal Empowerment of the Poor. The establishment of such an institution, provisionally named global defender of the poor, was suggested by the Commission on Legal Empowerment of the Poor, in its final report Making the Law work for Everyone.

Making a Difference: Reshaping the Past, Present, and Future Toward Greater Equity

Justin Garrett Moore, AICP, the executive director of the New York City Public Design Commission, examines the role of ReUrbanism in promoting equity. As stated among the 10 principles that guide the initiative, only cities that work for everyone can be successful, because everyone has stories and places that matter. To that end, the practitioners who plan, design, build—and preserve—our cities should be "redesigned." Not only do they need the tools and training to work effectively with the communities they serve but they also must themselves reflect the economic and racial diversity of those communities. Shaping the built urban environment is a critical avenue for promoting social justice and equity—the cornerstones of thriving communities.

Making Social Services Work for Everyone: a summary of the recent Productivity Commission inquiry

Social services are those dedicated to enhancing people’s economic and social well-being by helping them lead more stable, healthy, self-sufficient and fulfilling lives. New Zealand’s social services – specifically, those provided, funded or otherwise supported by government – were the subject of a recent New Zealand Productivity Commission inquiry (Box 1). The commission’s final report is wide-ranging, covering subjects from service commissioning to purchasing and contracting, programme evaluation, institutional design and system stewardship. The report’s recommendations on many of these topics reflect standard social policy principles and may hold few surprises for readers of Policy Quarterly.

The American Middle Class: A Cultural HistoryLawrence R.Samuel. New York: Routledge, 2014.

The Middle Class: A Cultural History Lawrence R. Samuel. New York: Routledge, 2014.Anyone who follows headlines knows that the middle class is in serious trouble. And it's been that way for a long, long time.According to Lawrence R. Samuel, the heyday of America's middle class was the era of the happy homemakers and contented consumers, from the late 1940s to mid-1960s. Ironically, catastrophic forces made its prosperity possible. First came the Great Depression, when almost no one had enough money, and then the Second World War, when there was work for everyone. And what jobs they were, including mid-level management and skilled labor with high union-scale wages. Then add to that mix the legacy of five Democratic presidential administrations that practiced progressive taxing. As a net result, the disparity between the wealth of the highest and lowest classes had been reduced, and the disparity between the highest and lowest wage/salary earners had been flattened. The new middle-class affluence fueled the baby boom: a returning war veteran could earn enough money on his salary alone to support a large family.Raised to think of the United States as a classless, democratic society, Americans are uncomfortable with the very notion of class. But think about it they did. In 1949, Life magazine's influential photographic essay American Community divided citizens into distinct classes based on the status of their home, neighborhood, occupation, and source of income. Most readers saw themselves in the middle-a tendency that continues to this day.Samuel's book surveys what the last half century, one decade at a time, has had to say about the middle class in popular newspapers, magazines, and books. The book has a lot of doom and gloom to consider. In the 1960s, arguments over civil rights, the Vietnam War, and equal rights for women fractured the harmony within the middle class. In the 1970s, inflation plus recession, known as stagflation, reduced purchasing power. In the 1980s, tax breaks for the rich, known as trickle-down economics, moved wealth away from the middle class. In the 1990s, the necessity for moonlighting and the two-career family weakened home life. And in the millennium, the perfect storm of lost jobs, collapsed home values, and shrunken retirement funds eroded the already declining confidence of the middle class.Amazingly throughout this half century, three key points have remained constant. …

The “Big 3” Foundations and American Global Power

AbstractThis article shows how the major foundations were extremely influential in America's rise to global hegemony over the past century. The leadership of these foundations was part of the eastern foreign policy establishment that initially mobilized support for a globalist, anti‐isolationist agenda and after World War II worked to construct a viable intellectual framework promoting American perspectives in world affairs. The development of foundation leadership in international relations took place in three phases with different emphases, aimed at softening the sharper edges of globalization and elite dominance to retain public legitimacy: 1) shifting American public opinion from the 1920s to the 1950s in favor of liberal internationalism and a strong national government, 2) creating an integrated global elite from the 1950s to the 1970s that could serve as conduits for American interests within the institutions of each nation, and 3) developing democratic reforms in response to neoliberalism after 1980 to gain legitimacy for the international order, in order to sustain the idea that the political and economic systems work for everyone. In this fashion, foundations were able publicly to espouse principles of self‐determination and economic development for every nation, even though their actions paved the way for the continuation of neocolonialism.

Bullying and harassment of trainees: an unspoken emergency?

Bullying and harassment of trainees: an unspoken emergency?

Shared Leadership Model: Do Secondary School Heads in Botswana Matter?

The purpose of the study was to investigate Botswana secondary school heads’ perceptions on shared leadership practices. The study used a survey design. Three research questions guided the study. Data were collected through an individual structured questionnaire which was validated. The reliability level was 0.7 using Cronbach Alpha Statistic. Systematic sampling was used to select the participants. The sample comprised fifty school heads from junior secondary schools and twelve school heads from senior secondary schools. Data were analysed using a computer package known as the Statistical Package for Social science (SPSS) version 22. The findings of the study showed that leadership is no longer a one man’s show but, a professional work of everyone in the school. Based on the findings of the study it was recommended that for schools to be successful, they should practice a shared leadership model.

IOM Recommends New Name, Criteria for Chronic Fatigue Syndrome

IOM Recommends New Name, Criteria for Chronic Fatigue Syndrome

The ESR Patient Advisory Group (ESR-PAG).

The European Society of Radiology (ESR) Patient Advisory Group addresses the issue of communication among radiologists, radiographers and their patients. Initiated in 2013, the group represents many patient groups, working together with the ESR to raise awareness of medical imaging amongst patients, improve patient knowledge about imaging procedures, liaise on policy issues of common interest, involve patient representatives in strategic decisions regarding medical imaging and ensure that a patient-centred, “human” approach is embedded in the structure of the ESR. The ESR strongly believes that close collaboration with patient organisations is beneficial for both stakeholders, helping radiologists to understand patients’ needs, to adapt their practice accordingly and to improve their communication skills. These factors are important to help radiologists find acknowledgement as clinicians and overcome the specialty’s poor visibility. Close collaboration with professionals will allow patients to obtain a better understanding of the work of everyone involved in a radiological department, of the advantages and limitations of imaging, and what to expect from a radiological examination or an imaging-guided interventional procedure. Thus, this collaborative effort is not simply limited to improving patient satisfaction; the ultimate goal is to enhance the faith and trust that patients place in the medical imaging profession and all the radiology professionals involved.Main messages• Good communication between patient and doctor is important for proper patient care. • The ESR Patient Advisory Group specifically addresses this communication issue. • The activities aim at developing a reciprocal relationship between radiologists/radiographers and patients. • Both radiologists/radiographers and patients need to be “educated” to improve communication.

Making It Work for Everyone: HTML5 and CSS Level 3 for Responsive, Accessible Design on Your Library's Web Site

This article argues that accessibility and universality are essential to good Web design. A brief review of library science literature sets the issue of Web accessibility in context. The bulk of the article explains the design philosophies of progressive enhancement and responsive Web design, and summarizes recent updates to WCAG 2.0, HTML5, CSS Level 3, and WAI-ARIA. The final section of the article walks readers through the Web site creation process. The tools and techniques described in the article can be used to create a library Web site which can be accessed equally by all patrons without sacrificing aesthetics or usability at any level.

Expediting peer review: just say no.

Free AccessAnalysis and PerspectivesExpediting Peer Review: Just Say No Stuart F. Quan, M.D., F.A.A.S.M. Stuart F. Quan, M.D., F.A.A.S.M. Editor, Journal of Clinical Sleep Medicine; Division of Sleep Medicine, Harvard Medical School, Boston, MA; Arizona Respiratory Center, University of Arizona College of Medicine, Tucson, AZ Search for more papers by this author Published Online:September 15, 2014https://doi.org/10.5664/jcsm.4018Cited by:2SectionsPDF ShareShare onFacebookTwitterLinkedInRedditEmail ToolsAdd to favoritesDownload CitationsTrack Citations AboutINTRODUCTIONPeer review of manuscripts is the bane of the editorial process in most scientific journals. The editor and associate editor cannot be experts in all scientific areas covered by a journal. Therefore, in many cases, without peer review or an external opinion, it is difficult or impossible to determine the quality and relevance of a submission. Reviewers inform the editor whether the paper reports relevant new information, has valid data and is readable.1,2 Admittedly, the process is imperfect, and occasionally a deserving paper is rejected or a badly flawed paper is accepted. However, in most cases, papers are improved in response to peer review, even those that are rejected and ultimately published in another journal. Why then is peer review an issue in most journals? The answer is the inability in many cases to obtain timely reviews.3,4 The Journal tries to notify authors of the acceptability of their submission within 3-4 weeks of submission. Sadly, at an average of 49 days (Min-Max: 2-144 days), the Journal is not close to achieving this goal and failure to obtain timely peer reviews is one of the biggest obstacles.For an editor, there are two phases in obtaining a review of a manuscript. The first is identifying and receiving agreement by qualified individuals to do a review. Most people quickly accept or decline an invitation to perform a manuscript review. However, occasionally there is no response or one that is quite delayed. The second is receiving the review. Most reviews are received by the deadline and reflect thoughtful consideration of the paper. However, a minority do not arrive by the deadline, and some are extremely late even after repeated reminders being sent. Furthermore, a small number are never received. Delays in both these phases result in delays, sometimes quite prolonged, in notifying an author about the status of their paper.What can be done? The answer can be summarized in a two letter word, “no.” No matter how interesting the article appears to be or how much you want to “help out,” just say “no” if you cannot with great certainty complete the review in the allocated time. Alternatively, if you say “yes,” there is a professional obligation to complete the task by the deadline. This guideline also applies to requests to write editorials, review papers, book chapters and many other academic and clinical activities in our lives as well. It is absolutely fine to decline because you are too busy or have other priorities. Failure to produce by the deadline creates consternation and more work for everyone involved.As my tenure as editor of the Journal nears completion, I have been blessed by interactions with many dedicated deputy and associate editors, editorial board members, reviewers and editorial staff. Unfortunately, despite the best efforts of many, the curse of the late peer review has not been lifted. Perhaps if paradoxically more say “no” rather than “yes,” the next editor can dispel the curse.CITATIONQuan SF. Expediting peer review: just say no. J Clin Sleep Med 2014;10(9):941.REFERENCES1 Twaij H, Oussedik S, Hoffmeyer PPeer review. Bone Joint J; 2014;96-B:436-41, 24692607. CrossrefGoogle Scholar2 Roohi E, Mahian OSome opinions on the review process of research papers destined for publication. Sci Eng Ethics; 2014430[Epub ahead of print]. Google Scholar3 Hodgkinson MWhat to do about late peer reviewers?; 2007428Available at: http://journalology.blogspot.com/2007/04/what-to-do-about-late-peer-reviewers.html. Google Scholar4 Dynamic EcologyWhy the peer-review process is so slow.; 2002918Availalbe at: http://dynamicecology.wordpress.com/2012/09/18/why-the-peer-review-process-is-so-slow/. Google Scholar Next article FiguresReferencesRelatedDetailsCited byEnd of the BeginningQuan S Journal of Clinical Sleep Medicine, Vol. 10, No. 12, (1265-1265), Online publication date: 15-Dec-2014.Expediting Peer Review: Why Say YesQuan S Journal of Clinical Sleep Medicine, Vol. 10, No. 11, (1167-1167), Online publication date: 15-Nov-2014. Volume 10 • Issue 09 • September 15, 2014ISSN (print): 1550-9389ISSN (online): 1550-9397Frequency: Monthly Metrics History Published onlineSeptember 15, 2014 Information© 2014 American Academy of Sleep MedicinePDF download

School District Employee Versus Contractor: How to Decide?

School District Employee Versus Contractor: How to Decide?

Teams work for everyone

Sue Griffin starts a new series on getting the most from working as a team by exploring the different roles found in settings, and the benefits of collaborating for children and their families as well as all staff.

Making a new support role work for everyone

Making a new support role work for everyone

Sexual Harassment on Trial

The ‘trial’ by media and lawyers in the 2010 dispute between Kristy Fraser-Kirk, leading retailer David Jones and former CEO Mark McInnes ended in an out of court settlement. The case was significant in many ways. The complainant took the unusual step of pleading her claim under the Trade Practices Act 1974 (Cth), Fair Trading Act 1987 (NSW) and the common law of contract, in addition to the sexual harassment provisions of the Sex Discrimination Act 1984 (Cth). Fraser-Kirk and her lawyers also actively engaged with the media, prompting David Jones to respond in kind. In this paper, we contrast how this particular trial by media and lawyers compares to the typical processes and outcomes for those whose complaints are not spotlighted in newspapers or the news. We critique the use of publicity in that dispute, showing that the plaintiff’s $37m claim grabbed media attention and fostered an out of court settlement that is inconsistent with traditional damages for workplace injury and awards regarding sexual discrimination. We find too that the size of the claim seemed to be highlighted more by the media than Fraser-Kirk’s resemblance to the ideal complainant identified in previous research (young, subordinate position, fresh complaint). Although it is a case worthy of analysis as exemplifying a trend in adversarial dispute resolution, we conclude that these tactics may not be useful or work for everyone.

Does Metformin Work for Everyone? A Genome-wide Association Study for Metformin Response

Does Metformin Work for Everyone? A Genome-wide Association Study for Metformin Response

'Ruggied' individualism: you're on your own

FOCUS □ BUSINESS AND HUMANRIGHTS 'Ruggieď individualism: you're on your own Don'tworry, we're tamingthe transnational JEFF BALLINGER isawriter and researcher on labour rights and globalisation The because meticulously logicis conscientious seductively monitors simple: consumers its supply a global -informed brand chain meticulouslymonitorsits supply chain becauseconscientious consumers -informed bythelatest technologies - willpunishitat the retail levelfor anytransgression. Rather, according to Jeffrey Swartz, the CEO of Timberland, consumers don'tcareat all aboutworkers' rights in the factories producingfor the footwearand apparelcompany: "With regard tohumanrights, theconsumer expectation todayissomewhere intheneighbourhood of, 'don'tdo anything horrible or despicable'... iftheissuedoesn't matter muchto theconsumer population, there's nota big incentive fortheconsumer-minded CEOstoact, proactively" . In a 2008interview he musedabouthisdesireto "seduceconsumers to care"so thathisCorporate SocialResponsibility (CSR) report was notmere "corporate cologne". The'dirty little secret' ofCSR is thatnobodyreadsthesereports; one of Sun Microsystems' teamlamented thefact that only247 outof38,000fellow-employees evenbothered to downloadits2007CSRreport. The cases ofNike (1996-2000)and the hand-stitched soccer ball industry (1996-98)areoutliers (see below). Reviewing thepastdecadeof'responsible business 'strategies oftheUnited Nations from a trade unionperspective requires a brief, broadlook at thedevelopment ofCSRas practiced bytransnational corporations sincetheearly 1990s.Sincethe earliest 'code ofconduct' requirements forsupplierfactories (i.e.,Levi's, Reebok,NikeandMattel), labour rights havedeclined nearly tothevanishing pointin production-for-export areas aroundthe world.Flexibilisation through contract-work has reached epidemic proportions; millions ofworkers arefinding workinforeign countries insituations akintobondedlabour;factory managers skipping out on severancepayments is becomingmore commonplace - inshort, workis becoming more andmoreprecarious with eachpassing year, even as corporations tweaktheir'codes' and trumpet new breakthroughs in 'freeassociation' rights in theirsupplychains.Parasitic 'social auditors' someoperating inan ostensible 'non-profit' mode - post thousandsof factory reports each year whileworkers continue tostrike andcorrupt governmentsjail and harass independentunion activists. Leavingaside the questionof 'why' former Secretary-General, KofiAnan,feltthe need to undertake a CSR programme, the 'what'can be characterised as ephemeral ornearly non-existent. Corporations join the UN's Global Compact (UNGC),paya feeand agreeto somevagueand unenforceable principles. The only'stick' is a risk ofde-listing - it'shappenedtomaybe1,000companies out of nearly10,000thathave joinedbecausethosefirms quitreporting (on thatcompany 'sownself-regulation regime), orquitpaying thefees,orboth. Launchedin early1999by Anan'sCSR pointman ,Prof. JohnGerard Ruggie, theUNGCdrew early criticism for'bluewash' but,bythis relatively latedateinthedevelopment ofcorporate self-regulationschemes , suchprojects had gainedwide acceptance byelitecommentators; injudicious participation bymanyNGOs,foundations and even tradeunionshadsignificantly moderated thestigma usuallyattached to discussions withcorporationsthat werenotnarrowly connected withcollective bargainingor specificrepresentational questions. Asa result, thefewcritics weremarginalisedand self-regulation rolledalongas ethical supply-chain management despitecontrary evidence from workplaces acrossthe globe.More thana bitdefensive, Ruggie tookaimatthoseof us whoraisedobjections: "If youwanttomake globalisation work for everyone, as wedo,then itisworthwhile. Butif youreject globalisation, globalcorporations, or eventhesystem ofcapitalism itself, then you won't likewhatwe're doingatall - anymore thanyour predecessors liked social Keynesianism orsocialdemocracy because suchpragmatic innovations inevitably reduce thesocialrationale andpolitical support for more polarised rejectionist postures". [To me, 'rejectionist' is not so pejorative and shouldnotprecludediscussions betweenthose who critique themonitoring modelandtheproponentsof corporateself-regulation. After all, mostcorporations claimto be 'uncompromising' aboutquality- can'tlabourrights campaigners resist compromise on basicrights suchas collectivebargaining ?] Within a fewyears, theGlobalCompact's annual meeting was a regular stopforCSRpractitioners ,whichis to sayitbecameone ofthedozen orso globalvenuesforinternational bureaucrats, politicians and corporate CEOs. Atthesemeetings , theparticipants (usually onlythose'invited') would hive offintoworking groupsto discuss 'continuous improvement', 'silo-wide' opportunities ,blendedvalue or topicssuchas 'The New Metrics'. By2005,Ruggie hadacquired thetitle of 'Special Representative of the UN SecretaryGeneralon Businessand HumanRights' (SRSG) andhe left theUNGCtoa lieutenant, GeorgKell, while embarking on a grand quest to write humanrights rulesforglobalbusiness.Harvard University granted hima special 'centre'at the KennedySchool of Government whichis wellINTERNATIONAL union rights Page 10Volume 17Issue 22010 FOCUS Li BUSINESSAND HUMANRIGHTS funded andstaffed with thelikesofSimonZadek who authored a Harvard BusinessReviewarticle withhighpraiseforNike'sworker-friendly supplierfactories . In 2008theSRSGlaidouta hierarchy ofproblematic industries, putting mining andoil/gas companiesatthetop ,withallothers fardownthelist - with foodanddrink a 'distant second'(hischaracterisation ). Whiletheextractive industries area popular target -with a ready list ofspectacular and graphic abuses- thefootwear/apparel/textile sectoris arguably moreresponsible fortheparlous state ofhuman rights intheworldtoday. Myreasoning - in businessschool terminology - is 'opportunity cost'.How diddeep démocratisation andKeynesian reforms gettraction inthemiddle decades of the20thcentury? Tradeunionsand massesoffed-up workers propelled thedrivefor economicjusticewithresponsive governance consumer regulations, healthand safety inspectionsand the like. Later, in the 1980s,defiant worker movements inPoland,Brazil, SouthKorea andSouth Africa pushedautocrats from power. 'Sweatshops', wrote MarcMiller inhisbiography ofYiddish writer Morris Rosenfeld, 'werea catalyst forchange'. After twodecadesdocumenting how...