Найти книгу: "Capital"

'A terrific portrait of Delhi right now' SALMAN RUSHDIE
'An astonishing tour de force by a major writer at the peak of his powers' WILLIAM DALRYMPLE
WINNER OF THE RYSZARD KAPUSCINSKI AWARD FOR LITERARY REPORTAGE 2017 SHORTLISTED FOR THE ORWELL PRIZE 2015
When Rana Dasgupta arrived in Delhi at the turn of the twenty-first century, he had no intention of staying for long, but the city beguiled him – he 'fell in love and in hate with it' – and fifteen years later, Delhi is still his home.
Over these fifteen years, he has watched as the tumult of destruction and creation which accompanies India's economic boom transformed the face of the city. In Capital, he explores the life-changing consequences for Delhi's people, meeting with billionaires and bureaucrats, drug dealers and metal traders, slum dwellers and psychoanalysts. These encounters, interwoven with over a century of history, plunge us into Delhi's intoxicating, sometimes terrifying, story of capitalist transformation – one that has repercussions not only for India, but for everybody's future.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.

Education, healthcare and pension system are the key sources of modern economic growth. They stand in need of a profound transformation if they are to meet post-industrial challenges. The new principles of transformation of these sectors include individualization of services, their privatization (an increased role for private spending), life-long demand for these services, globalization (international competition) and the development of radically new technologies.

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