A powerful argument for thoroughly revising how the chief players in the financial world are regulated.
Harvard Law School professor Coates looks inside the financial microcosm that exercises outsize influence on the economic landscape.
The “problem of 12” is a term of art that describes the capture of some aspect of commerce, governance, or the like by a small number of the participating players. In this instance, it’s a handful of index funds, entities such as Vanguard, Fidelity, State Street, and BlackRock, “which now own as much as 20 percent of corporate America.” Given that the S&P 500 is made up of companies in which a huge number of shareholders hold a tiny number of votes apiece—“no one person owns more than 1 percent of a company’s shares”—this enables these funds to exercise undue authority over the firms in question: CEOs have to listen to them perhaps even more closely than they do their own boards of directors. Sometimes, Coates allows, this can be to the good, as when the funds, responding to their own shareholders, press for companies to be more attentive to diversity hiring, climate change, and other issues of the day. More often, it has negative consequences. Especially damaging is the capture of a large sector of the economy by private equity funds. The private is a complicated term, but for the author’s purposes, one meaningful aspect is that these funds need not be as transparent in their reporting as other investors. Furthermore, they can acquire companies, dissolve pension funds, lay waste to payrolls, and engage in all sorts of rapacious mischief without being held to account in an ethos of “heads I win, tails you lose.” In this short report, Coates proposes “greater antitrust management of index and private equity funds and the companies they own,” which would involve thorough change in the face of massive lobbying efforts calculated to keep such change from happening.
A powerful argument for thoroughly revising how the chief players in the financial world are regulated.Pub Date: Aug. 15, 2023
ISBN: 9798987053546
Page Count: 192
Publisher: Columbia Global Reports
Review Posted Online: May 23, 2023
Kirkus Reviews Issue: June 15, 2023
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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