William Blair Townsend letter and receipt books, 1743-1805, bulk 1744-1777

The collection consists of two volumes, which date from 1743 to 1805, spanning his whole career as a merchant. Volume one is a letter book containing Townsend's business correspondence from November 23, 1743 to December 12, 1774. Most of the letters were written to American (many in North Carolina) and British (predominately in London) merchants. His earliest letters document his efforts to establish himself as a trader. Over time his letters turn to illustrate the common problems faced by many merchants: damaged goods, overpriced goods, embargos, and high freight costs. Particularly enlightening are his comments on the challenges of doing business throughout the French and Indian War and the years leading up to the American Revolution. He most frequently corresponded with London merchants Champion & Hayley, Lane & Booth, Lane Son & Fraser, Harrison & Ansley, and Leeds merchant Samuel Elam. In addition he frequently corresponded with Eliakim Palmer, colonial agent and merchant in London, as well as Dr. Walley Chauncy of North Carolina. He dealt in a wide variety of goods including molasses, rum, tar, medicines, pitch, saddles, tallow, hides, skins, pickled beef and pork, and wine. The letters also document Townsend's involvement in the slave trade through his occasional purchases of slaves.

An Assessment of the Penalties System for Infringements of EU Competition Law: Can Personal Sanctions be the Missing Piece of the Puzzle? IES WORKING PAPER 6/2013

Competition law seeks to protect competition on the market as a means of enhancing consumer welfare and of ensuring an efficient allocation of resources. In order to be successful, therefore, competition authorities should be adequately equipped and have at their disposal all necessary enforcement tools. However, at the EU level the current enforcement system of competition rules allows only for the imposition of administrative fines by the European Commission to liable undertakings. The main objectives, in turn, of an enforcement policy based on financial penalties are two fold: to impose sanctions on infringing undertakings which reflect the seriousness of the violation, and to ensure that the risk of penalties will deter both the infringing undertakings (often referred to as 'specific deterrence') and other undertakings that may be considering anti-competitive activities from engaging in them (often referred to as 'general deterrence'). In all circumstances, it is important to ensure that pecuniary sanctions imposed on infringing undertakings are proportionate and not excessive. Although pecuniary sanctions against infringing undertakings are a crucial part of the arsenal needed to deter competition law violations, they may not be sufficient. One alternative option in that regard is the strategic use of sanctions against the individuals involved in, or responsible for, the infringements. Sanctions against individuals are documented to focus the minds of directors and employees to comply with competition rules as they themselves, in addition to the undertakings in which they are employed, are at risk of infringements. Individual criminal penalties, including custodial sanctions, have been in fact adopted by almost half of the EU Member States. This is a powerful tool but is also limited in scope and hard to implement in practice mostly due to the high standards of proof required and the political consensus that needs first to be built. Administrative sanctions for individuals, on the other hand, promise to deliver up to a certain extent the same beneficial results as criminal sanctions whilst at the same time their adoption is not likely to meet strong opposition and their implementation in practice can be both efficient and effective. Directors’ disqualification, in particular, provides a strong individual incentive for each member, or prospective member, of the Board as well as other senior executives, to take compliance with competition law seriously. It is a flexible and promising tool that if added to the arsenal of the European Commission could bring balance to the current sanctioning system and that, in turn, would in all likelihood make the enforcement of EU competition rules more effective. Therefore, it is submitted that a competition law regime in order to be effective should be able to deliver policy objectives through a variety of tools, not simply by imposing significant pecuniary sanctions to infringing undertakings. It is also clear that individual sanctions, mostly of an administrative nature, are likely to play an increasingly important role as they focus the minds of those in business who might otherwise be inclined to regard infringing the law as a matter of corporate risk rather than of personal risk. At the EU level, in particular, the adoption of directors’ disqualification promises to deliver more effective compliance and greater overall economic impact.

How Much am I Expected to Pay for my Parents‘ Firm? An Institutional Logics Perspective on Family Discounts

Recent evidence suggests that successors do not simply inherit their parents’ firm, but have to pay a certain price. Building on institutional logics literature, we explore successors’ family discount expectations, defined as the rebate expected from parents in comparison to nonfamily buyers when assuming control of the firm. We find that family cohesion increases discount expectations, while successors’ fear of failure and family equity stake in the firm decrease discount expectations. Higher education in business or economics weakens These effects. On average, in our study comprised of 16 countries, successors expect a 57% family discount.

A formação do administrador e o papel da empresa júnior: caso FGV/EAESP

Empresas inseridas em um contexto competitivo e dinâmico buscam, por meio de diversas formas e estratégias, sobressaírem sobre as demais. Diferente de como era compreendido, o ambiente de trabalho considera que o empregado não se limita mais a receber e executar instruções. Hoje, esse profissional é valorizado pelas suas competências e, mais ainda, pela forma como ele as mobiliza. Nesse contexto, o presente estudo buscou analisar a percepção dos alunos da FGV-EAESP sobre como a formação diferenciada, por meio da atuação em empresa júnior, contribui no desenvolvimento de competências profissionais do formando em administração de empresas. Foi utilizado como aporte teórico a literatura sobre aprendizagem e competências. Metodologicamente, a pesquisa possui uma abordagem qualitativa e interpretativista. A coleta de dados foi realizada por meio de entrevistas, de forma semiestruturadas, com trinta e um respondentes, composto por alunos e egressos da Instituição de Ensino. Para a análise dos dados coletados, foi utilizado a técnica de análise de conteúdo, gerando catorze categorias intermediárias e cinco categorias finais. Como resultados, foram identificados, objetivamente, como se dá aprendizagem e desenvolvimento de competências profissionais dentro do contexto de aprendizagem proporcionado pela EJ, bem como quais delas são relevantes para atuação no mercado de trabalho.

Franchise opportunities handbook.

This is a directory of companies that grant franchises with detailed information for each listed franchise.

Downtown versus suburban shopping.

Vol. 2 published by Ohio State University Research Foundation.

A Guide to professional program developers and administrators.

Mode of access: Internet.

A Guide to national clearinghouses on federal, state, and local initiatives.

Mode of access: Internet.

Executive decision simulation computerized model,

Mode of access: Internet.

Entrepreneurship education materials /

"July, 1987."

Guidelines for partnering /

Includes IDOT's Construction Memorandum No. 99-4 entitled: Contract changes, articles 104.02 and 109.04, effective March 1, 1999.

Illinois tax incentives : a report on Illinois tax incentives /

In January 2007, the Commission took a look at the State's business tax incentives and how Illinois' business climate compared to other states in its report entitled "State Tax Incentives for Illinois Businesses." This report is an update and expansion of that effort and includes : a detailed description of Illinois' current tax incentives, and economic growth programs; an examination of the business tax, climate based on different methodologies; and, a discussion of the importance of tax incentives in business site selection.

Self-employment training programs : case studies /

On cover: "March, 1987."

The management improvement initiative : progress report to the General Assembly, Public Act 97-0558 /

On August 25, 2011, Governor Pat Quinn signed House Bill 1488 into law, now Public Act 97-0558 (The Act). The Act specifically directs a Management Improvement Initiative Committee (The Committee) to implement recommendations outlined in the January 2011 report to the General Assembly as required under Public Act 96-1141. The Act directs the group, formed under the auspices of Public Act 96-1141, to continue their work based on categories of recommendations. Each recommendation area has the common goal of reviewing providers from redundant monitoring, auditing, and reporting requirements. Implementing the recommendations of the Act will result in efficiency in business process for our providers, reinvestment of dollars saved from inefficient or unrealized administrative costs, and ultimately foster a network of sustainable human services providers in Illinois while increasing the level of direct service by the State agencies, contracted providers, and communities, who are all facing current economic pressures in the fiscal crisis.