scholarly journals Is Being Competitive Always an Advantage? Degrees of Competitiveness, Gender, and Premature Work Contract Termination

2021 ◽  
Author(s):  
Samuel Lüthi ◽  
Stefan C. Wolter
2013 ◽  
Vol 25 (3) ◽  
pp. 313-328 ◽  
Author(s):  
G. W. Evatt ◽  
P. V. Johnson ◽  
P. W. Duck

2004 ◽  
Author(s):  
Catalina Amuedo-Dorantes ◽  
Miguel A. Malo
Keyword(s):  

10.1068/d344 ◽  
2002 ◽  
Vol 20 (4) ◽  
pp. 401-424 ◽  
Author(s):  
Donna Houston ◽  
Laura Pulido

In this paper we offer an alternative reading of the role of performativity and everyday forms of resistance in current geographic literature. We make a case for thinking about performativity as a form of embodied dialectical praxis via a discussion of the ways in which performativity has been recently understood in geography. Turning to the tradition of Marxist revolutionary theater, we argue for the continued importance of thinking about the power of performativity as a socially transformative, imaginative, and collective political engagement that works simultaneously as a space of social critique and as a space for creating social change. We illustrate our point by examining two different performative strategies employed by food service workers at the University of Southern California in their struggle for a fair work contract and justice on the job.


2012 ◽  
Vol 15 (3) ◽  
pp. 364-382
Author(s):  
Dennis M. Daley

The contracting process is fraught with difficulties. While successful completion of a contract is the goal, problems and challenges often arise. This requires skills in negotiation or mediation. Dealing with these problems, even if it means recommending contract termination, is part of the job of the contract representatives who oversee the specific projects. Data from the Contracting Officer Representatives survey conducted by the U.S. Merit Systems Protection Board (2005) is used. An index of perceived outcomes (deliverables or services were timely, of high quality, complete, contributed to the agency mission, fair and reasonable, and of good value) was constructed. Roughly, half the respondents indicated that they had had to deal with a problem or challenge. Problem-solving actions (discussions with contactors and other governmental officials, the submission of official documentations, and the recommendation of non-payment or termination sanctions) were submitted to a regression analysis (R2 = .19). From a dozen options, only discussion of the problem with contractors and with their own supervisors along with the recommendation of contract termination registered some meaningful importance (Standardized Betas .1 to .2).


Author(s):  
P. Gottschalk

A dominant explanation for companies outsourcing IT is costs. In this chapter, we discuss production and transaction economics, hidden costs and contract termination costs, and we will also examine benefits and risk behavior.


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