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\"Lockheed, Atlanta, and the struggle for racial integration tells the story of business/government equal employment opportunity policies by examining Georgia's Lockheed Aircraft, 1950-1990 ... This book connects the local story of workplace desegregation to national narratives of civil rights reform; affirmative action; the role of government and public/private partnerships; and the business reaction to both state intervention in employment generally in the late 70s/1980s and to the emergence of black political power in the same time frame\"-- Provided by publisher.

During 1980–2000, an average of 310 companies per year went public in the United States. Since 2000, the average has been only 99 initial public offerings (IPOs) per year, with the drop especially precipitous among small firms. Many have blamed the Sarbanes-Oxley Act of 2002 and the 2003 Global Settlement’s effects on analyst coverage for the decline in IPO activity. We find very little support for the conventional wisdom, and we offer an alternative explanation. Our economies of scope hypothesis posits that the advantages of selling out to a larger organization, which can speed a product to market and realize economies of scope, have increased relative to the benefits of operating as an independent firm.

\"\"Majestic,\" \"endangered\", and \"understudied\" - terms typically applied to endangered species - apply equally, if paradoxically, to one of the greatest sources of pollution in twentieth-century America: coal-fired metropolitan power plants. Nowhere is the building type more spectacularly present or more pressingly at risk than in Philadelphia, home to the mothballed central stations of the Philadelphia Electric Company. Monuments to the city's industrial might and suburban spread, they housed rows of ponderous boilers, turbines, and switchgear, as well as elaborate coal- and ash-handling systems. But it was these machines' neoclassical enclosures that commanded public attention. Designed to convey \"solidity and immensity\" in an age of deep public skepticism, they now stand vacant and decaying - a \"blight\" in the eyes of city planners and a beacon to urban explorers. Combining scholarly research, period illustrations, and contemporary photographs, Palazzos of Power sets Philadelphia's central stations in historical context, explains the mechanisms they housed, and records their spaces and surroundings. The book will appeal to scholarly and lay audiences\"-- Provided by publisher.

This paper exploits a natural quasi-experiment to isolate the effects that were uniquely due to the Sarbanes—Oxley Act (SOX): U.S. firms with a public float under $75 million could delay Section 404 compliance, and foreign firms under $700 million could delay the auditor's attestation requirement. As designed, Section 404 led to conservative reported earnings, but also imposed real costs. On net, SOX compliance reduced the market value of small firms.

This article aims to provide a thorough analysis of the evolution of the company, starting from the inception of the first public company in the seventeenth century, namely the United East India Company (VOC), until the modern expression of a novel form of cash-shell company that in recent years has taken Wall Street by storm: the Special Purpose Acquisition Company (SPAC). As opposed to common wisdom that would like to compare the SPAC to England’s South Sea Bubble of 1720, the paper argues that both the VOC and the SPAC have remarkable similarities by virtue of sharing one of the most important corporate features: ‘venturing beyond’ for special purposes, and being the instruments through which the dreams of entrepreneurs can be realised.

\"Between 1765 and 1858, British imperialists in India obsessed continuously about gaining and preserving Indian \"opinion\" of British moral and racial prestige. Weaving political, intellectual, cultural, and gender history together in an innovative approach, Gender, morality, and race in Company India, 1765-1858 examines imperial anxieties regarding British moral misconduct in India ranging from debt and gift giving to drunkenness and irreligion and points out their wider relationship to the structuring of British colonialism. Showing a pervasive fear among imperial elites of losing \"mastery\" over India, as well as a deep distrust of Indian civil and military subordinates through whom they ruled, Sramek demonstrates how much of the British Raj's notable racial arrogance after 1858 can in fact be traced back into the preceding Company period of colonial rule. Rather than the Sepoy Rebellion of 1857 ushering in a more racist form of colonialism, this book powerfully suggests far greater continuity between the two periods of colonial rule than scholars have hitherto generally recognized\"-- Provided by publisher.

ABSTRACT Objective: the Three-Century-Old Public Company (EPT) is a federal public organization with over three centuries of history. Its main products, banknotes and coins, are being replaced by technological advancements in payment methods. To maintain its relevance in Brazilian society, the organization needs to develop a focus on innovation. EPT has already undertaken initiatives aimed at fostering innovation, but it is understood that to maintain its excellence, the organization will need to implement and sustain a culture of innovation.The objective of this article is to develop an intervention proposal for implementing a culture of innovation in a public company by identifying the challenges and benefits of change as anticipated by the organization's leaders. Method: an organizational culture diagnosis of EPT was conducted using both quantitative and qualitative data collection and analysis, including the application of the OCAI Instrument with 71 respondents, complemented by nine in-depth interviews with the company’s leaders. Results: based on the leadership’s interest in transforming the organizational culture, the study proposed the creation of an ‘Innovative Culture’ committee and an action plan consisting of five steps for implementing a new culture of innovation. Conclusion: this article may serve as a reference for future studies in public companies needing to implement cultural changes. RESUMO Objetivo: a Empresa Pública Tricentenária (EPT) é uma organização pública federal de mais de três séculos de história cujos principais produtos, cédulas e moedas, estão sendo substituídos pelas evoluções tecnológicas dos meios de pagamentos. Para manter sua relevância na sociedade brasileira a organização precisa desenvolver um foco em inovação. A EPT já apresentou iniciativas voltadas para o incentivo de inovações, mas entende-se que para manter seu desempenho de excelência a organização precisará implantar e manter uma cultura de inovação. O objetivo deste artigo é desenvolver uma proposta de intervenção para implantação de uma cultura de inovação em uma empresa pública a partir da identificação dos desafios e benefícios da mudança esperados pelos líderes da organização. Método: foi realizado um diagnóstico da cultura organizacional da EPT a partir de coleta e análise de dados quantitativos e qualitativos, sendo compostos pela aplicação do Instrumento OCAI com 71 respondentes e complementada com nove entrevistas em profundidade com os líderes da empresa. Resultados: a partir do interesse das lideranças por transformações na cultura organizacional, o estudo propôs a criação do comitê ‘Cultura Inovadora” e um plano de ação com cinco passos para implantação de uma nova cultura para inovação. Conclusões: este artigo pode ser uma referência para estudos futuros em empresas públicas que necessitem implantar uma mudança na cultura organizacional.

Using eight thousand public companies, we study the impact of the Sarbanes-Oxley Act (SOX) of 2002 and other contemporary reforms on directors and boards, guided by their impact on the supply and demand for directors. SOX increased directors' workload and risk (reducing the supply), and increased demand by mandating that firms have more outside directors. We find both broad-based changes and cross-sectional changes (by firm size). Board committees meet more often post-SOX and Director and Officer (D&O) insurance premiums have doubled. Directors post-SOX are more likely to be lawyers/consultants, financial experts, and retired executives, and less likely to be current executives. Post-SOX boards are larger and more independent. Finally, we find significant increases in director pay and overall director costs, particularly among smaller firms.