Media Coverage of Ceos: Who? What? Where? When? Why?
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Criminal Law
Criminal Law CASES AND MATERIALS Fourth Edition 2021 SUPPLEMENT Stephen A. Saltzburg John L. Diamond Kit Kinports Thomas Morawetz Rory Little CAROLINA ACADEMIC PRESS Durham, North Carolina Copyright © 2021 Carolina Academic Press, LLC All Rights Reserved Carolina Academic Press 700 Kent Street Durham, North Carolina 27701 Telephone (919) 489-7486 Fax (919) 493-5668 E-mail: [email protected] www.cap-press.com Copyright © 2021 Carolina Academic Press, LLC. All rights reserved. CHAPTER 1 THE NATURE AND STRUCTURE OF CRIMINAL LAW [A] THE CORE AND PERIPHERY OF CRIMINAL LAW [1] THE FAMILIARITY OF CRIMINAL LAW Page 3: Add to the end of the section: Society’s perception of criminal law has potentially and hopefully been transformed by the police killing of George Floyd in May 2020 and the mostly peaceful demonstrations that followed worldwide. There is increased recognition of the systemic racism embedded in the criminal justice system and the country’s failure to provide equal justice for all. Movements such as Black Lives Matter have attempted to address these injustices and advance solutions. As you study criminal law, please keep in the forefront of your mind how your generation of lawyers can work to bring to our country a criminal justice system that reflects the kind of society our ideals aspire to. Below is the prepared statement presented by George Floyd’s bother, Philonise, before the House Judiciary Committee on June 10, 2020. Chairman Jerrold Nadler and members of the Committee: Thank you for the invitation to be here today to talk about my big brother, George. The world knows him as George, but I called him Perry. -
J Ohn S. and J Ames L. K Night F Oundation
A NNUAL REPORT 1999 T HE FIRST FIFTY YEARS J OHN S. AND JAMES L. KNIGHT FOUNDATION he John S. and James L. Kn i ght Fo u n d a ti on was estab- TA B L E O F CO N T E N T S l i s h ed in 1950 as a priva te fo u n d a ti on indepen d en t Tof the Kn i g ht bro t h ers’ n e ws p a per en terpri s e s . It is C h a i r m a n’s Letter 2 ded i c a ted to f urt h ering their ideals of s ervi ce to com mu n i ty, to the highest standards of j o u r n a l i s t ic excell en ce and to the Pr e s i d e n t ’s Message 4 defense of a free pre s s . In both their publishing and ph i l a n t h ropic undert a k i n g s , History 5 the Kn i ght bro t h ers shared a broad vi s i on and uncom m on devo ti on to the com m on wel f a re . It is those ide a l s , as well as Philanthropy Takes Root 6 t h eir ph i l a n t h ropic intere s t s , to wh i ch the Fo u n d a ti on rem a i n s The First Fifty Years 8 f a i t h f u l . -
2006 Annual Report
TABLE OF CONTENTS 2006 Financial Summary . 1 Letter to Shareholders . 2 Board of Directors . 7 Company and Divisional Officers . 8 Form 10-K COMPANY PROFILE: Gannett Co., Inc. is a leading international news and information company. In the United States, the company publishes 90 daily newspapers, including USA TODAY,and nearly 1,000 non-daily publications. Along with each of its daily newspapers, the company operates Internet sites offering news and advertising that is customized for the market served and integrated with its publishing operations. USA TODAY.com is one of the most popular news sites on the Web. The company is the largest newspaper publisher in the U.S. Newspaper publishing operations in the United Kingdom, operating as Newsquest, include 17 paid-for daily news- papers, almost 300 non-daily publications, locally integrated Web sites and classified business Web sites with national reach. Newsquest is the second largest regional newspaper publisher in the U.K. In broadcasting, the company operates 23 television stations in the U.S. with a market reach of more than 20.1 million households. Each of these stations also operates locally oriented Internet sites offering news, entertainment and advertising content, in text and video format. Through its Captivate subsidiary, the broadcasting group delivers news and advertising to a highly desirable audience demographic through its video screens in office tower and select hotel elevators. Gannett’s total Online U.S. Internet Audience in January 2007 was nearly 23.2 million unique visitors, reaching about 14.8% of the Internet audience, as measured by Nielsen//NetRatings. Complementing its publishing and broadcasting businesses, the company has made strategic investments in online advertising. -
An Analysis of How the Herald Newspaper and WLOX-TV Covered Hurricane Katrina
University of Mississippi eGrove Electronic Theses and Dissertations Graduate School 2011 Best Practices for Disaster Coverage: an Analysis of How the Herald Newspaper and WLOX-TV Covered Hurricane Katrina Nicole R. Sheriff Follow this and additional works at: https://egrove.olemiss.edu/etd Part of the Journalism Studies Commons Recommended Citation Sheriff, Nicole R., "Best Practices for Disaster Coverage: an Analysis of How the Herald Newspaper and WLOX-TV Covered Hurricane Katrina" (2011). Electronic Theses and Dissertations. 264. https://egrove.olemiss.edu/etd/264 This Thesis is brought to you for free and open access by the Graduate School at eGrove. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of eGrove. For more information, please contact [email protected]. BEST PRACTICES FOR DISASTER COVERAGE: AN ANALYSIS OF HOW THE SUN HERALD NEWSPAPER AND WLOX-TV COVERED HURRICANE KATRINA A Thesis presented in partial fulfillment of requirements for the degree of Master of Arts in the Department of Journalism The University of Mississippi by NICOLE R. SHERIFF May 2011 Copyright Nicole R. Sheriff 2011 ALL RIGHTS RESERVED ABSTRACT A substantial amount of research has been done on Hurricane Katrina and its effects on New Orleans, Louisiana. However, few studies have focused on how the Mississippi Gulf Coast was affected by the hurricane. The purpose of this study is to bring attention to the reporting efforts of WLOX-TV and the Sun Herald newspaper to cover Hurricane Katrina. This case study analyzes the practices WLOX and the Sun Herald used to cover the hurricane and to explore which practices could be implemented in other newsrooms in the future. -
Knight News Challenge Casting the Net Wide for Innovation a Quest for Fresh Ideas and a Dose of Humility Drive the Knight News Challenge by CHRISTOPHER CONNELL
Knight News Challenge Casting the Net Wide for Innovation A quest for fresh ideas and a dose of humility drive the Knight News Challenge BY CHRISTOPHER CONNELL THE KNIGHT NEWS CHALLENGE reviewers, meeting at the foundation’s headquarters in a Miami skyscraper overlooking Biscayne Bay, were divided over one intriguing entry. A 25-year-old freelance tech reporter and blogger wanted to pioneer a new, public subscription model for investigative journalism. David Cohn wanted to launch a website in San Francisco where reporters could pitch ideas for stories and invite the public to contribute small amounts, on the order of $10 to $50, to underwrite the investigations. The public – the crowd – would decide which stories to go after. When enough money came in – as little as a few hundred – as much as several thousand dollars, the reporter would go out and do the job. Spot.Us, as Cohn dubbed his brainchild, would publish the results on its website, but also look for other media outlets for the work. It wasn’t that people didn’t think it was a good idea. But there That the lean, scruffy Cohn could go from graduate were a lot of questions and much student at the Columbia School of Journalism to media discussion about special interests innovator capable of placing stories in The New York Times seemed, at the time, a pipedream. But this was and the co-opting of the process: if a new digital age, with mainstream newsroom you paid for a story, did you expect staffs and budgets in freefall and millions of people, certain kinds of outcomes? young and old, getting their news online. -
An Intellectual History of Corporate Finance Theory
Saint Louis University Law Journal Volume 54 Number 4 Remaking Law: Moving Beyond Article 11 Enlightenment Jurisprudence (Summer 2010) 2010 The Enlightenment and the Financial Crisis of 2008: An Intellectual History of Corporate Finance Theory James R. Hackney Jr. Northeastern University School of Law, [email protected] Follow this and additional works at: https://scholarship.law.slu.edu/lj Part of the Law Commons Recommended Citation James R. Hackney Jr., The Enlightenment and the Financial Crisis of 2008: An Intellectual History of Corporate Finance Theory, 54 St. Louis U. L.J. (2010). Available at: https://scholarship.law.slu.edu/lj/vol54/iss4/11 This Childress Lecture is brought to you for free and open access by Scholarship Commons. It has been accepted for inclusion in Saint Louis University Law Journal by an authorized editor of Scholarship Commons. For more information, please contact Susie Lee. SAINT LOUIS UNIVERSITY SCHOOL OF LAW THE ENLIGHTENMENT AND THE FINANCIAL CRISIS OF 2008: AN INTELLECTUAL HISTORY OF CORPORATE FINANCE THEORY JAMES R. HACKNEY, JR.* Professor powell paints a sweeping account of the relationship between the Enlightenment and law. I agree with the basic thrust of his argument, and I applaud his ability to make connections between the broad scope of intellectual history and developments in law.1 I have previously written about the interconnection between philosophical ideals and the development of legal- economic theory as it particularly relates to tort law theory.2 Through his extension of these ideas into other areas of law, Professor powell illustrates their wide implications. As Professor powell highlights, one of the principal tenets of the Enlightenment is the belief in rationality and the focus on the individual as the emphasis of analysis.3 This individualistic ideal is the foundation of neoclassical economics, which I have previously detailed.4 It is also the foundation for modern finance theory, which ascended with neoclassical economics and has a close relationship with it both theoretically and institutionally. -
Enron's Pawns
Enron’s Pawns How Public Institutions Bankrolled Enron’s Globalization Game byJim Vallette and Daphne Wysham Sustainable Energy and Economy Network Institute for Policy Studies March 22, 2002 About SEEN The Sustainable Energy and Economy Network, a project of the Institute for Policy Studies (Washington, DC), works in partnership with citizens groups nationally and globally on environment, human rights and development issues with a particular focus on energy, climate change, environmental justice, and economic issues, particularly as these play out in North/South relations. SEEN views these issues as inextricably linked to global security, and therefore applies a human security paradigm as a framework for guiding its work. The reliance of rich countries on fossil fuels fosters a climate of insecurity, and a rationale for large military budgets in the North. In the South, it often fosters or nurtures autocratic or dictatorial regimes and corruption, while exacerbating poverty and destroying subsistence cultures and sustainable livelihoods. A continued rapid consumption of fossil fuels also ensures catastrophic environmental consequences: Climate change is a serious, emerging threat to the stability of the planet's ecosystems, and a particular hazard to the world's poorest peo- ple. The threat of climate change also brings more urgency to the need to reorient energy-related investments, using them to provide abundant, clean, safe energy for human needs and sustainable livelihoods. SEEN views energy not as an issue that can be examined in isolation, but rather as a vital resource embedded in a development strategy that must simultaneously address other fundamentals, such as education, health care, public par- ticipation in decision-making, and economic opportunities for the poorest. -
A Case of Corporate Deceit: the Enron Way / 18 (7) 3-38
NEGOTIUM Revista Científica Electrónica Ciencias Gerenciales / Scientific e-journal of Management Science PPX 200502ZU1950/ ISSN 1856-1810 / By Fundación Unamuno / Venezuela / REDALYC, LATINDEX, CLASE, REVENCIT, IN-COM UAB, SERBILUZ / IBT-CCG UNAM, DIALNET, DOAJ, www.jinfo.lub.lu.se Yokohama National University Library / www.scu.edu.au / Google Scholar www.blackboard.ccn.ac.uk / www.rzblx1.uni-regensburg.de / www.bib.umontreal.ca / [+++] Cita / Citation: Amol Gore, Guruprasad Murthy (2011) A CASE OF CORPORATE DECEIT: THE ENRON WAY /www.revistanegotium.org.ve 18 (7) 3-38 A CASE OF CORPORATE DECEIT: THE ENRON WAY EL CASO ENRON. Amol Gore (1) and Guruprasad Murthy (2) VN BRIMS Institute of Research and Management Studies, India Abstract This case documents the evolution of ‘fraud culture’ at Enron Corporation and vividly explicates the downfall of this giant organization that has become a synonym for corporate deceit. The objectives of this case are to illustrate the impact of culture on established, rational management control procedures and emphasize the importance of resolute moral leadership as a crucial qualification for board membership in corporations that shape the society and affect the lives of millions of people. The data collection for this case has included various sources such as key electronic databases as well as secondary data available in the public domain. The case is prepared as an academic or teaching purpose case study that can be utilized to demonstrate the manner in which corruption creeps into an ambitious organization and paralyses the proven management control systems. Since the topic of corporate practices and fraud management is inherently interdisciplinary, the case would benefit candidates of many courses including Operations Management, Strategic Management, Accounting, Business Ethics and Corporate Law. -
The Great Telecom Meltdown for a Listing of Recent Titles in the Artech House Telecommunications Library, Turn to the Back of This Book
The Great Telecom Meltdown For a listing of recent titles in the Artech House Telecommunications Library, turn to the back of this book. The Great Telecom Meltdown Fred R. Goldstein a r techhouse. com Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the U.S. Library of Congress. British Library Cataloguing in Publication Data Goldstein, Fred R. The great telecom meltdown.—(Artech House telecommunications Library) 1. Telecommunication—History 2. Telecommunciation—Technological innovations— History 3. Telecommunication—Finance—History I. Title 384’.09 ISBN 1-58053-939-4 Cover design by Leslie Genser © 2005 ARTECH HOUSE, INC. 685 Canton Street Norwood, MA 02062 All rights reserved. Printed and bound in the United States of America. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. All terms mentioned in this book that are known to be trademarks or service marks have been appropriately capitalized. Artech House cannot attest to the accuracy of this information. Use of a term in this book should not be regarded as affecting the validity of any trademark or service mark. International Standard Book Number: 1-58053-939-4 10987654321 Contents ix Hybrid Fiber-Coax (HFC) Gave Cable Providers an Advantage on “Triple Play” 122 RBOCs Took the Threat Seriously 123 Hybrid Fiber-Coax Is Developed 123 Cable Modems -
Principles of Management
Principles of Management [AUTHORS REMOVED AT REQUEST OF ORIGINAL PUBLISHER] UNIVERSITY OF MINNESOTA LIBRARIES PUBLISHING EDITION, 2015. THIS EDITION ADAPTED FROM A WORK ORIGINALLY PRODUCED IN 2010 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE ATTRIBUTION. MINNEAPOLIS, MN Principles of Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. 7.5 Organizational Change 317 7.6 Planning and Executing Change Effectively 328 7.7 Building Your Change Management Skills 334 Chapter 8: Organizational Culture 8.1 Organizational Culture 337 8.2 Case in Point: Google Creates Unique Culture 339 8.3 Understanding Organizational Culture 342 8.4 Measuring Organizational Culture 346 8.5 Creating and Maintaining Organizational Culture 356 8.6 Creating Culture Change 370 8.7 Developing Your Personal Skills: Learning to Fit In 375 Chapter 9: Social Networks 9.1 Social Networks 379 9.2 Case in Point: Networking Powers Relationships 381 9.3 An Introduction to the Lexicon of Social Networks 383 9.4 How Managers Can Use Social Networks to Create Value 389 9.5 Ethical Considerations With Social Network Analysis 400 9.6 Personal, Operational, and Strategic Networks 408 9.7 Mapping and Your Own Social Network 414 Chapter 10: Leading People and Organizations 10.1 Leading People and Organizations 421 10.2 Case in Point: Indra Nooyi Draws on Vision and Values to Lead 424 10.3 Who Is a Leader? Trait Approaches to Leadership 427 10.4 What Do Leaders -
Minutes — American Society of Newspaper Editors Board of Directors Meeting October 16-17, 1992 -- Marriott Marquis, New York City
1275 Minutes — American Society of Newspaper Editors Board of Directors Meeting October 16-17, 1992 -- Marriott Marquis, New York City Mr. Topping called the meeting to order. The following were present, with absences noted. Board members attending: Seymour Topping, New York Times Co., president Bill Hilliard, Portland Oregonian, vice president Gregory Favre, Sacramento (Calif.) Bee, secretary Bill Ketter, Quincy (Mass.) Patriot Ledger, treasurer Linda Cunningham, Rockford (Ill.) Register Star Jack Driscoll, Boston Globe Al Fitzpatrick, Knight-Ridder, Inc., Miami Bob Giles, Detroit News Bob Haiman, The Poynter Institute, St. Petersburg, Fla. Jane Healy, Orlando (Fla.) Sentinel Al Johnson, Columbus (Ga.) Ledger-Enquirer Dave Lawrence, Miami Herald Ron Martin, Atlanta Journal and Constitution Tim McGuire, Minneapolis Star Tribune Marcia McQuern, Riverside (Calif.) Press-Enterprise Acel Moore, Philadelphia Inquirer Geneva Overholser, Des Moines (Iowa) Register Sandy Rowe, Norfolk Virginian-Pilot and Ledger-Star Board member absent: Chris Anderson, Orange County Register, Santa Ana, Calif. Edward Seaton, Manhattan (Kan.) Mercury Committee chairs: Lou Boccardi, Associated Press Shelby Coffey, Los Angeles Times Frank Denton, Wisconsin State Journal, Madison Jim Herman, Ottaway Newspapers, Campbell Hall, N.Y. Beverly Kees, Fresno (Calif.) Bee John Lee, New York Times Diane McFarlin, Sarasota (Fla.) Herald-Tribune Pat Murphy, Paradise Valley, Ariz. Peter Prichard, USA Today Arnold Rosenfeld, Cox Newspapers, Atlanta John Simpson, USA Today International -
The Case for Venture Capital
The Invesco White Paper Series The case for venture capital The past decade has witnessed an explosion in technology-based innovation, turning established industries on their heads, producing hundreds of billion dollar companies, so-called “unicorns,” and boosting interest in private technology investment. Uber was founded in 2009 and is currently valued at $68 billion. Airbnb was started in 2008 and last raised funding at a $25.5 billion valuation.1 The ubiquity of smartphones and an evolution in cloud computing and storage has created a fertile ground for starting and building companies, and entrepreneurs have capitalized on these trends. In 2011, Marc Andreesen famously said “software is eating the world,” and there is little doubt this phenomenon of technology disrupting all industries is continuing to develop. Sectors previously seen as impossible to disrupt or disintermediate due to capital intensity or regulatory dynamics have increasingly become targeted by startups and consequently venture capital. Technology is changing industries as disparate and intransigent as financial services, healthcare, education, and transportation and logistics, opening up vast new markets for venture capital investment, and spawning hundreds of billion dollar businesses. Meanwhile, top quartile performance for venture capital has outpaced that of other asset classes (see Figure 1, below). Limited partners (LPs) who had abandoned venture capital after the bursting of the NASDAQ bubble in 2000 have slowly been returning to the asset class. Even non-traditional investors like mutual funds, hedge funds, and sovereign wealth funds have taken note. As companies remain private longer due to the burdens of being a public company, more of the value is being captured before going public and these investors are increasingly participating directly in later stage private rounds.