#western hills plaza

[thethief1996]

Here's a list of upcoming events in support of Palestine:

ALBANY, NY (US) – Sun Oct 29, 12 pm, West Capitol Park, Washington Ave and S Swan St. Info: https://www.instagram.com/p/Cy4E2xxJT54/

ANTWERP, BELGIUM – Sun Oct 29, 3 pm, Sint-Jansplein. Info: https://www.instagram.com/p/Cy7z0ZnN1uT/

ATHENS, GREECE – Sun Oct 29, 11:30 am, Metro Evangelismos. Info: https://www.instagram.com/p/Cy8bhiMIoDh/

AUSTIN, TX (US) – Sun Oct 29, 3 pm, Texas Capitol. Info: https://www.instagram.com/p/CyyrpZnJC3_/

BERLIN, GERMANY – Sun Oct 29, 2 pm, Sonnendeck im Westpark, Gleisdreieckpark

BERLIN, GERMANY – Sun Oct 29, 6 pm, Hermannplatz

BILBAO, BASQUE COUNTRY – Sun Oct 29, 6 pm, Bihotz Sakratutik. Info: https://www.facebook.com/photo/?fbid=716646197162773&set=pcb.716637363830323

BIRMINGHAM, ENGLAND – Sun Oct 29, 12:30 pm, Barclays, High Street. Info: https://www.instagram.com/p/Cy8eCTNophn/

CAERNARFON, WALES – Sun Oct 29, Maes. Info: https://www.facebook.com/groups/303482486838722

COLORADO SPRINGS, CO (US)– Sun Oct 29, 2 pm, Colorado Springs City Hall. Info: https://www.instagram.com/p/Cy36OhUPtP7/?img_index=5

DEN HAAG, NETHERLANDS – Sun Oct 29, 2 pm, Malieveld. Info: https://www.instagram.com/p/CyzFb9pI5rX/?img_index=3

DENVER, CO (US) – Sun Oct 29, 2 pm, Colorado Capitol. Info: https://www.instagram.com/p/Cy58qQALzp4/

DERRY, IRELAND – Sun Oct 29, 3 pm, Free Derry Corner. Info: https://www.instagram.com/p/Cy79d9EsLxp/

DURANGO, CO (US) – Sun Oct 29, 4:30 pm, Buckley Park, 12th St and Main Ave. Info: https://www.instagram.com/p/Cy36OhUPtP7/?img_index=6

EDMONTON, CANADA – Sun Oct 29, 2 pm, Churchill Square, march to Violet Henry King Plaza. Info: https://www.instagram.com/p/Cy6l5kEyKBp/?img_index=1

EINDHOVEN, NETHERLANDS – Sun Oct 29, 6:15 pm, Silent March. Info: https://www.instagram.com/p/CywSp76ouui/?img_index=1

FORT LAUDERDALE, FL (US) – Sun Oct 29, 3 pm, 299 East Broward Blvd (Federal Courthouse). Info: https://www.instagram.com/p/Cy3sBHsJfzz/

GHENT, BELGIUM – Sun Oct 29, 4 pm, Stadshallen. Info: https://www.instagram.com/p/Cy7z0ZnN1uT/

GRANADA, SPAIN – Sun Oct 29, 1 pm, Jardines del Triunfo. Info: https://www.instagram.com/p/Cys_3qPoXw0/?img_index=1

HOUSTON, TX (US) – Sun Oct 29, 2 pm, City Hall, 901 Bagby St. Info: https://www.instagram.com/p/Cy6iXjigiN9/

LAS VEGAS, NV (US) – Sun Oct 29, 4 pm, 333 S Las Vegas Blvd. Info: https://www.instagram.com/p/Cy3edR_L_sE/

LEEUWARDEN, NETHERLANDS – Sun Oct 29, 4 pm, Stationsplein. Info: https://www.instagram.com/p/Cy8gvdBobZ8/

LISBON, PORTUGAL – Sun Oct 29, 3:30 pm, Martin Moniz Square.

LONDON, ON (CANADA) – Sun Oct 29, 12 pm, Western University. Info: https://www.instagram.com/p/Cy9CGDkOpCK/

MADRID, SPAIN – Sun Oct 29, 12 pm, Atocha. Info: https://www.instagram.com/p/Cy6H79nqVGD/

MAO, SPAIN – Sun Oct 29, 6 pm, Pl. Esplanada. Info: https://www.facebook.com/photo?fbid=716646140496112&set=pcb.716637363830323

MCALLEN, TX (US) – Sun Oct 29, 5 pm, Archer Park. Info: https://www.instagram.com/p/CyzQ_WfRrkC/

MELBOURNE, AUSTRALIA – Sun Oct 29, 12 pm , State Library. Info: https://www.instagram.com/p/CyxBu-GB068/?img_index=7

MEMPHIS, TN (US) – Sun Oct 29, 3 pm, FedEx Forum to Tom Lee Park. Info: https://www.instagram.com/p/Cy7O9BJuL32/

NASHVILLE, TN (US) – Sun Oct 29, 4:30 pm, Fred D Thompson Federal Bldg, 719 Church St. Info: https://www.instagram.com/p/Cy7llxyu8Tq/

NEWARK, NJ (US) – Sun Oct 29, 1:30 pm, 920 Broad St. Info: https://www.instagram.com/p/Cy6OjhnuA3e/

NEW PLYMOUTH, NEW ZEALAND – Sun Oct 29, 1 pm, The Landing. Info: https://www.instagram.com/p/Cy3y_7RJ-7J/

NURNBERG GERMANY – Sun OCt 29, 3 pm, Kornmarkt

ORLANDO, FL (US) – Sun Oct 29, 5 pm, Orlando City Hall. Info: https://www.instagram.com/p/CyzKXS5sl6f/

OTTAWA, CANADA – Sun Oct 29, 2 pm, Parliament Hill. Info: https://www.instagram.com/p/Cy6bAGfRmGM/

PERRYSBURG, OH (US) – Sun Oct 29, 3 pm, 10576 Fremont Pike. Info: https://www.instagram.com/p/Cy7XWqSN6q7/

PHILADELPHIA, PA (US) – Sun Oct 29, 2 pm, City Hall West Side. Info: https://www.instagram.com/p/Cy045GWrQuk/

PISCATAWAY, NJ (US) – Sun Oct 29, 1:30 pm, MCMC, 1000 Hoes Lane, Drive for Palestine. Info: https://www.instagram.com/p/Cy4WRLHu3jccM1saN9BFQdHx1aGEMrbaPNE5wY0/

RALEIGH, NC (US) – Sun Oct 29, 4 pm, Moore Square, 201 S Blount. Info: https://www.instagram.com/p/Cy4IwhURhSO/

SALZBURG, AUSTRIA – Sun Oct 29, 2 pm, Neue Mitte Lehen. Info: https://www.instagram.com/p/CyxsStRMTyE/

SALINAS, CA (US) – Sun Oct 29, 12 noon, Boronda and North Main. Info: https://www.indybay.org/newsitems/2023/10/23/18859834.php

SAN JOSE, CA (US) – Sun Oct 29, 1 pm, SJ Ciy Hall, 200 E Santa Clara St. Info: https://www.instagram.com/p/Cy4pO7Org29/

SANTA ROSA, CA (US) – Sun Oct 29, 11 am, Old Courthouse Square, Third Street.

SCRANTON, PA (US) – Sun Oct 29, 12 pm, Lackawanna County Courthouse

ST. JOHN’S, NEWFOUNDLAND (CANADA) – Sun Oct 29, 1:30 pm, Harbourside Park.

SYDNEY, AUSTRALIA – Sun Oct 29, 1 pm, Hyde Park North. Info: https://www.instagram.com/p/CyxBu-GB068/?img_index=10

TORONTO, CANADA – Sun Oct 29, 2 pm, US Consulate, 360 University Ave. Info: https://www.instagram.com/p/Cy0-N2-JpO0/

VALENCIA, SPAIN – Sun Oct 29, 12 pm, Placa Reina. Info: https://www.instagram.com/p/Cy0KUQIq-jl/

WATERBURY, CT (US) – Sun Oct 29, 3 pm, City Hall. Info: https://www.facebook.com/photo.php?fbid=1715808265508048&set=a.124168471338710&type=3&mibextid=cr9u03

WORCESTER, MA (US) – Sun Oct 29, 3:30 pm, Worcester City Hall. Info: https://masspeaceaction.org/event/protest-with-justice-for-all-in-worcester-stand-with-palestine/

CLEVELAND, OH (US) – Mon Oct 30, 5 pm, 601 Lakeside E. Info: https://www.instagram.com/p/Cy6D8RogwWT/

ESSEX, ENGLAND – Mon Oct 30, 6 pm, Square 2-5. Info: https://www.instagram.com/p/Cy81di8oy9N/?utm_source=ig_web_copy_link

IRVINE, CA (US) – Mon Oct 30, 7 pm, Ring Road by Langston Library, UCI. Info: https://www.instagram.com/p/Cy17TjfJBFV/

LAS VEGAS, NV (US) – Mon Oct 30, 11 am, Free Speech Walkway, UNLV. Info: https://www.instagram.com/p/Cy3ae38rkGe/

MANHATTAN, KS (US) – Mon Oct 30, 6 pm, Triangle Park. Info: https://actionnetwork.org/events/palestinian-liberation-rally

TROY, NY (US) – Mon Oct 30,  5pm, Riverfront Park. Info: https://www.facebook.com/photo/?fbid=309545841705829&set=a.177000064960408

TUFTS UNIVERSITY (US) – Mon Oct 30, 11:45 am, Lower Campus Center. Info: https://www.instagram.com/p/Cy4OXa7LIty/?img_index=1

FORT WAYNE, IN (US) – Tues Oct 31, 5 pm, Allen County Courthouse. Info: https://www.facebook.com/events/638151171839892/

[BIDEN WILL BE HERE!!!] MINNEAPOLIS, MN - Wed Nov 1. Info: https://www.instagram.com/p/Cy4n_chs1q_/?igshid=MzRlODBiNWFlZA%3D%3D

SAINT PAUL, MN - Every Friday, 4-5 PM, Corner of Snelling and Summit Ave.

ABERDARE, WALES – Wed Nov 1, 5:30 pm, Library. Info: https://www.facebook.com/groups/303482486838722

OXFORD, ENGLAND – Wed Nov 1, 5 pm, Manzil Way to Bonn Square. Info: https://www.instagram.com/p/Cyv-w5wIK4_/

SEVILLA, SPAIN – Wed Nov 1, 7 pm, Plaza Virgen de los Reyes. Info: https://www.facebook.com/photo/?fbid=716671617160231&set=pcb.716637363830323

SHEFFIELD, ENGLAND – Wed Nov 1, 1 pm, Sheffield Town Hall. Info: https://www.instagram.com/p/Cy3H3HPsJPp/?img_index=1

ST PAUL, MN (US) – Fri Nov 3, 4 pm, Snelling and Summit Ave. Info: https://www.instagram.com/p/Cy4oFPTMVzq/

BERLIN, GERMANY – Sat Nov 4, 2 pm, Neptunbrunnen to Alexanderplatz. Info: https://www.instagram.com/p/Cy5tpQAsx0J/

BURLINGTON, VT (US) – Sat Nov 4, 1 pm, Battery Park. Info: https://www.instagram.com/p/Cy5_1OCuoWw/

ROME, ITALY – Sat Nov 4, Rome. Info TBA: https://www.instagram.com/p/CyndKUitnMU/

SANTIAGO, CHILE – Sat Nov 4, 11 am, desde el GAM. Info: https://www.instagram.com/p/Cy59hQiu411/

SEOUL, SOUTH KOREA – Sat Nov 4, 1 pm, 32 Mugyo-ro, Jung-gu, Seoul. Info: https://www.instagram.com/p/Cy5cGxOpSCA/

WASHINGTON, DC (USA) – Sat Nov 4, 2 pm, Freedom Plaza. Info: https://www.instagram.com/p/CyiecRtr9-B/

ZARAGOZA, SPAIN – Sat Nov 4, 6 pm, Glorieta Sasera to Plaza del Pilar. Info: https://www.facebook.com/photo/?fbid=716671587160234&set=pcb.716637363830323

BARRY TOWN, WALES – Sun Nov 5, 12 pm, King Square. Info: https://www.facebook.com/groups/303482486838722

CAERNARFON, WALES – Sun Nov 5, 6:30 pm, Maes. Info: https://www.facebook.com/groups/303482486838722

STUTTGART, GERMANY – Sun Nov 5, 3 pm, Schlossplatz

VALLEKAS, SPAIN – Sun Nov 5, 12 pm, Metro Buenos Aires. Info: https://twitter.com/IUMadridRetiro/status/1718229817366044883/photo/4

Feel free to add more!

[hesploro-the-torvosaurus]

Amber Beach Dinosaur Zoo Headcanons

I’m just gonna list the Locations at the zoo first.

Pattern is just: Location Name -> species Present

Hell Creek River Ride -> Triceratops serratus, Thescelosaurus centreus, Pachycephalosaurus giganteus

Tyrant Kingdom -> Tyrannosaurus imperiosus, Leptoceratops dentomagnus

Gobi Plaza -> Velociraptor penna, Saichania maximus, Protoceratops luna

Gobi Desert Hall -> Achillobator nychius, Deinocheirus morgani, Tarbosaurus minimus

Hadrosaur Hotel -> Edmontosaurus neoregalis, Parasaurolophus lenis, Iguanacolossus gigantonychus

Titanic Hills -> Isisaurus americanus, Alamosaurus centreus, Magyarosaurus spec.

Western Interior Aquarium -> Mosasaurus neoprismaticus, Elasmosaurus melanins, Cretoxyrhina regalis, Pteranodon ceratus

Plesiosaur Feeding Show -> Plesiosaurus macrocheirus

Argentina Alley -> Carnotaurus terra, Notoceratops roryii

Morrison Safari -> Stegosaurus neoungulatus, Allosaurus tyrannimimus, Diplodocus megalocaudia, Brachiosaurus titanis

Egyptian Swamps -> Carcharodontosaurus carcharoserratus, Spinosaurus serratus

———————————————————————

-Titanic Hills has guests enter heavily armored trucks due to the fact that two of the three present species could stomp an average car to pieces

-Tyrant Kingdom is shockingly the least popular exhibit since its Tyrannosaurus named Ares prefers to sleep rather than roar, and dinosaurs don’t even roar.

-3/5 times someone goes to Gobi Plaza, at least on Velociraptor has broken out.

-Gobi Plaza and Argentina Alley are neighboring areas, and as such the Velociraptors make a point to terrorize the nearby Carnotaurus exhibit.

-Hadrosaur Hotel is in fact a series of hotels that are on a hill overlooking a massive field land exhibit, which is often the site of a weird turf war between the Edmontosaurus and Parasaurolophus herds. The Camptosaurus herd wants no part in it.

-Ares the Tyrannosaurus has a strange love of angering the nearby Pachycephalosaurus at the Hell Creek River Ride, luckily, none of the Pachycephalosaurus have injured anyone… yet.

-The Morrison Safari is the most recent attraction to the park, but possibly the most Dangerous seeing as the Allosaurus CANNOT CONTAIN THEIR EXCITEMENT, because more than once they’ve charged to the Jeep and demanded being pet by the visitors inside.

-The Zoo’s Allosaurus pack of about seven is very docile towards humans, shockingly.

-There’s only one Spinosaurus at the zoo, it hates everything, but the Carcharodontosaurus mating pair in the nearby stadium.

-There’s a total of 20 velociraptors in the Velociraptor exhibit, 15 adults, 5 babies.

-The velociraptors are all named after pastries because there is at least a baker’s dozen of them (AKA 13, for the uninformed), they are named Cake, Cookie, Donut, Cream, Butter, Velvette, Dough, Souffle, Cupcake, Chocolate, Chip, Mochi, Mint, Mixini, and Churro, though the babies are named after cheeses for some reason, they are Cheddar, Provolone, Mozzarella, Shredderina, and Swiss.

[zedecksiew]

Three Clerks

Last week I tweaked my back. It hurt. A lot. As I recovered, I found that sketching with pen and pencil was less strenuous than writing on keyboard. So that's what I did.

Sketched characters from an adventure I am currently writing for Colin Le Sueur's We Deal In Lead. It began as a homage to Wisit Sasanatieng's tomyamgong western Fa Thalai Chon / Tears Of The Black Tiger.

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SHIN SUL SHAP, SHRINE CLERK 4 Grit 10 STR 10 DEX 10 HRT Switch (d4)

Face hidden by a broad-brimmed bonnet and veil. Patrols the lines of pilgrims; like a schoolmarm she thwacks anybody chit-chatting. Piety should be silent!

A waif snatches a lead token from her pouch, and bolts. A chase ensues. He begs your help. If Sul Shap finds him, she will sell him to captive takers.

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Sul Shap is a clerk at the Shrine To The Headless Sun: a bare plaza; a marble pavilion; a golden man, with an ever-burning flame where his head should be.

The Headless Sun is patron saint of the Admiralty, whose laws now govern both Ocean and Sea. He was its founder. The kings of old captured and beheaded him. He overthrew them anyway.

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References for Sul Shap were basically Buddhist nun robes (mainly for the volume of fabric), plus an European bonnet.

Initially I'd imagined a conventional broad-brim hat---ie: her veil would be a cylinder around her whole head. But as I sketched I thought the bonnet made a more interesting shape? Also its rear was an opportunity to create a crest / halo of sun-rays. Religious iconography!

Alms bowl, because giving is a virtue. But the Headless Sun values ego-death, not asceticism---so colourful beads and gold amulets and pouches full of lead tokens (money).

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RIS SHAY NAM, RECORDS CLERK 2 Grit 10 STR 10 DEX 10 HRT Swung typewriter (d4)

In a wheelbarrow, pulled by a servitor, typewriter balanced on her belly, pockets filled with banana fritters. Greasy fingerprints on any document she works on.

Shay Nam thinks herself a moral soul. Will side with abolitionists and revolutionaries, with justice—until her own skin is at risk.

+

Shay Nam works at the Hibiscus Court. Princess Khur San, distancing herself from the old order, surrendered this palace to bureaucrats.

Clerks have filled its once-airy halls with shelves. By sympathetic sorcery, all contracts in the province manifest copies here. Rumour has it that this magic works both ways.

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This was my first sketch. In pain and bored I just started drawing.

No references, and it shows? Skirt and stockings and boots because these were the easiest for me to do. In my mind Shay Nam was an archetypal overweight NEET. Here she looks to be a sassy layabout. I like her better, now!

Also: a servitor is an empty body. Created when you ritually touch a shrine-stone to the Headless Sun---your soul is obliterated. What is left behind is mindless, hence the harness and reins.

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KHAN YUL MIN, COURT CLERK 4 Grit 1 DEF 10 STR 10 DEX 10 HRT Sabre (d8)

A university grad and former marine. But his townhouse sits below Rose Hill, on Merchant’s Row, beneath the old families' notice.

Yul Min means to change this. He has his eye on the Widow Gon. He will hire ruffians to waylay her palanquin—then swoop in, to rescue her. Elaborate theatre.

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Yul Min, like all these characters, live on the Sea of Sorrows, whose waters are literally the souls of the dead.

Roses always bleach within sight of it; to retain their colour they must be shipped in glass, then kept in arboreta—never once sharing air with the Sea.

Those who can afford red-rose gardens tend them on the south end of the city, where streets begin to climb Mount Go, in compounds walled like fortresses.

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Drew Yul Min last night. Had tabs open for "Thai traditional clothing" & "military uniforms 18th century" & "krabi" & "Vajiralongkorn".

Given my inspiration, I think the referencing of Mainland Southeast Asian material culture is appropriate. Maybe a little to obvious, though? Ie: the visual forms haven't been composted well, into new and more imaginative shapes ...

Still: very pleased with the proportions and details.

I liked how the hamsa-esque icon of the Headless Sun developed over the course of these sketches. I would not have discovered it, otherwise; it's one of those details, too small for words.

Drawing is an intrinsic part of the writing process, I guess!

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[jgthirlwell]

2022 Year In Review

This year once again I invited some friends and colleagues to reflect on 2022

JG Thirlwell

Composer Foetus Xordox Manorexia Steroid Maximus Venture Bros Archer www.foetus.org

2022 was a marathon year. I took on too much work, but somehow got through it. It challenged me. I played some excellent shows in Woodstock, Los Angeles, Orlando and NYC. Reconnected with Soft Cell at the Beacon. Reconnected with Sarah Lipstate. Wrote a ton of new music for Archer and a Venture Bros movie. Taught a class on film scoring at the New School. I still woke up 5am in a panic on too many occasions. And I saw some great concerts.It was difficult to whittle down this list but here are a lot of albums I enjoyed in 2022, in no particular order.

Tyondai Braxton Telekinesis (Nonesuch) Zeal & Ardor Zeal & Ardor (MVKA) Papangu Holoceno (Bandcamp) Extra Life Secular Works Vol 2 (Bandcamp) Carl Stone Wat Dong Moon Lek (Unseen Worlds) / Gall Tones (Unseen Worlds) / We Jazz Reworks Vol 2 (We Jazz Records) Louis Cole Quality Over Opinion (Brainfeeder) Ben Frost 1899 OST (Invada Records) Loraine James Building Something Beautiful For Me (Phantom Limb) Persher Man With The Magic Soap (Thrill Jockey) Anna Meredith Bumps Per Minute (Moshi Moshi) Sault Air (Forever Living Originals) The Smile A Light For Attracting Attention (XL) Shamblemaths Shamblemaths 2 (Apollon Prog) Julia Wolfe Oxygen (Cantelope) Heiner Schmitz’s Symprophonicum Sins & Blessings (Big Band Records) Burial Antidawn EP / Streetlands EP (Hyperdub) Gotho Mindbowling (Controcanti Produzioni) Oliver Coates The Stranger OST Gilla Band Most Normal (Rough Trade Records Ltd) Blanck Mass Ted K OST (Sacred Bones) Arcade Fire WE (Interscope) Yeah Yeah Yeahs Cool It Down (Secretly) Catarine Barbieri Spirit Exit (light-years) Felicia Atkinson Image Language (Shelter Press) Netherlands Kali Corvette (Three One G) Kemper Norton estrenyon (Zona Watusa) Elysian Fields Once Beautiful Twice Removed (Ojet) Simon Hanes Hurricane Salad Two Fingers Red Bass DJ Mix 22 (NoMark) Backxwash His Happiness Shall Come…(Ugly Hag) Bob Vylan The Price of Life (Ghost Theater) John Elmquist’s Hard Art Groop Stars and Bells / Zero Rest Mass / Trip Up reissues (Bandcamp) Dan Deacon Hustle OST (Netflix Music) Bent Knee Frosting (TTTH) Boris Heavy Rocks 2022 (Relapse) Wet Leg Wet Leg (Domino) Author and Punisher Kruller (Relapse)

Honorable mentions Hudson Mohawke Cry Sugar / Rival Consoles Now is / Haunted Horses The Worst Has Finally Happened / Sirom The Liquified Throne of Simplicity (Tak:Til)/ Meshuggah Immutable / Ani Klang Ani Klang / Pimpon Pozdrawiam (Pointless Geometry)

Shows

The Smile at Kings Theater Julia Wolfe Steel Hammer Carnegie Hall The Protomen LPR Tristan Perich St Thomas ChurchSparks Town Hall Anna Meredith Elsewhere Lingua Ignota LPR Royal Blood Terminal 5 Kraftwerk Radio City Hiro Kone Pioneer Works RATM / RTJ MSG Matmos LPR Rammstein MetLife Stadium Yeah Yeah Yeahs Forest Hills Stadium Melvins Irving Plaza Roxy Music MSG Sean Lennon Stone Elysian Fields The Owl The Comet Is Coming Bowery Ballroom Child Abuse TV Eye Fennesz Pioneer Works Helm Elsewhere

Film / TV

The Stranger All Quiet In The Western Front Dont Worry Darling Moonage Daydream The Velvet Underground Elvis Men Northman Unbearable Weight Of Massive Talent White Lotus

Books

I read a ton of memoirs this year. Standouts were

Kid Congo Powers Some New Kind Of Kick Danny Sugerman Wonderland Ave

+++++++++++++++++++++++++++++++++

Kemper Norton

LISTENING

My favourite album of the year was the dayglo psychedelic joy of Panda Bear/ Sonic Boom’s Reset , with honourable mentions for the amazing Aethiopes by billy woods and Alison Cotton’s beautiful The Portrait You Painted of Me. Also, must mention the massive , varied and crucial Rental Yields compilations on Front and Follow /Gated Canal Community in aid of homeless charities in the UK.

GIGS

Didn’t get out much this year but live events I loved this year here in Brighton, UK included the blasted joy of deafkids at The Hope, the final gig of the mighty Slum of Legs at The Green Door Store, and playing alongside Alexander Tucker’s Microcorps and Opal X at The Wire’s 40th anniversary shows at The Rosehill as part of the reanimated Outer Church.

In terms of radio, as well as Elizabeth Alker’s essential breakfast and Unclassified shows on Radio 3 there were loads of great shows on the fantastic Repeater Radio ( many previously on the mighty Neon Hospice) including Afternoon Delight by Ix Tab and the best of Eastern Europe showcased on Slav to the Rhythm by Catherine and Iris.

READING

Apart from the works of nonconformist Cornish poet Jack Clemo and American novelist Pete Dexter ( Deadwood and Paris, Trout ), new discoveries were thin on the ground this year. I read and reread a lot of old favourites ( Ray Bradbury, Cormac McCarthy, Pat Barker , Elmore Leonard ) and finally fell in love with Jane Austen.

WATCHING

My film and TV viewing in 2022 was largely informed / enforced by my 5 year old daughter, and the essential texts we rewatched repeatedly were the lively and proactive Gaby’s Dollhouse, multi-species global explorers the Octonauts , surreal UK gem Sarah and Duck and of course, the inspirational Aussie masterpiece Bluey. I did manage to catch a few films either new or new to me in 2022…

Wake in Fright ( 1971) : another Australian key text ( although less adorable than Bluey ). The horrors of closed environments, toxic masculinity and continuous drinking.

Enys Men (2022) : Cornish filmmaker Mark Jenkin’s spooky and minimalistic follow-up to his incredible Bait (2019) , a wonderful drama of local economic realities and identities. Would love to score one of his films but unfortunately he does an excellent job of this himself.

Stalker (1979) : As good as everyone said it would be.

EATING

Chorizo with honey Chinese black fungus

DRINKING

Everything by Burning Sky brewery ( Sussex, UK)

CREATING

I managed to churn out two tape releases in 2022 in between all the watching, listening, eating, drinking etc.

Estrenyon was released on tape and download with the Barcelona label zonawatusa and was inspired by historical UFO sightings throughout Cornwall from 1888 to 2021. Rife is the story of a Sussex Spring day and was released via Woodford Halse, who have released loads of great electronic and folky music by the likes of Xylitol and Sairie. On top of that , our first volume of download-only pay-what-you-like winter tunes Montol Melodies is available on our bandcamp until the traditional English old ‘ twelfth night ‘ ( January 12 2023).

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Lee Ranaldo

2022 LIST

I’m terrible at lists like this, and usually don’t keep track towards such a year-end summary. Pardon the self-focus, this is my year-in-review accounting, mostly just remembering to myself.

August in Vienna Leah and I spent the month of August in Vienna, creating a public artwork, sound+image, called Fermata. I discovered the world of small-body, near century-old, German + Austrian guitars. I wrote the main melodic material one one of these tiny, wonderful instruments,. At one point we had 3 of them in the apartment down in the MuseumQuartier. A whole new world of sound to explore. Side trips to Berlin and Prague. (https://tonspur.at/soundworks/lee-ranaldo-leah-singer/?lang=en) Exhibitions in Berlin and Eupen, Chile Media Arts Biennial, Covid Flowers online Exhibitions of my Black Noise record print editions in Berlin, Lost Highway road drawings in Belgium, and watercolor covid-flowers online. In Chile Leah and I created an outdoor sound/art work, Do You Read Me?, in a field of trees surrounding an observatory above Santiago. Sounds were generated from signals collected from deep space by another observatory in the Atacama desert. A sound displacement work.

Medicine Singers in Brasilia, Montreal, NYC Had fruitful wanderings this year with Yonatan Gat, working with indigineous players from the USA, Brasil and Canada. Recording sessions in Montreal at fabulous Hotel2Tango studio, and in a splendid house set on the edge of the city in Brasilia, one of my favorite places. Happy to have been invited along for this most interesting ride.

Touring resumes Mostly in Europe, mostly quite wonderful. After 2 years at home it felt good to stand up in front of audiences again. Lots of solo acoustic shows playing In Virus Times and singing songs, but also interesting collaborations with Yuri Landman; My Cat Is An Alien, Jean-Marc Montera and Sophie Gonthier, and a special ‘Velvets Suite’ with French legend Pascal Comelade in Banyoles, Spain. Also the beginnings of a new collaboration with Chicago guitarist Michael Vallera, in a great new space in NYC for experimental music, 411 Kent (aka Shift). Leah and I premiered the new version of our Contre Jour performance with suspended guitar and films, in A Coruna, Spain and at the Three-Lobed Fest in Durham, North Carolina – which was an amazing three days of music. Also a short NorthEast tour with Jeff Parker in May.

London/Paris/Leah/ Catpower My touring year ended with a month split between Europe and the UK. A friend-lent apartment in Paris as base, with shows and lectures in Nantes, and Brittany. Five shows in the UK, the most I’ve played in some time there, including a free-ranging set with the Pop Group’s Mark Stewart and an eclectic band. Wild night! Leah flew over to celebrate her birthday, with CatPower at Royal Albert Hall (first time there for us both) recreating Bob Dylan’s legendary show there – both acoustic and electric sets – from 1966. What a great night, and our time together, in London, Paris and Brittany, was splendid.

Hurricane Transcriptions This year I played solo keyboard shows for the first time ever – the solo-for-Fender-Rhodes performance of my Hurricane Sandy Transcriptions, first at Karma Gallery in NYC, accompanied by films from LA Artist Mungo Thomson, and also at a Xenakis celebration in Vienna and at the opening of my exhibition of Lost Highway drawings, ‘The Road Is Like The River, Constantly Changing Yet Ever The Same’ – at IKOB Museum in Eupen, Belgium. (ikob.be)

Circuit des Yeux at Green-Wood Cemetery I think my favorite gig of the year was Circuit des Yeux in Green-Wood Cemetery on a rainy night in June. The weather threatened the show all evening, which made this incredible performance – just Haley and Whitney Johnson (Matchess). Just a magical, powerful night.

Godard’s King Lear In late August I committed to introduce Jean-Luc Godard’s King Lear, which I’d never seen, at TriBeCa’s Roxy Cinema, which has been doing terrific programs organized by Illyse Singer. I love Godard’s films, they are an important touchstone for me, and I took this as an opportunity to discover both the film and Shakespeare’s play; my Shakespeare knowledge is terrible, so I boned up on the play. Four days before the screening, the great master died, which cast the whole night in a new light. The film has been described by Richard Brody of the NY’er as ‘one of the best films of all time’ – wow. Burgess Meredith, Molly Ringwald, Norman Mailer, Julie Delpy, Leos Carax, and Godard himself center-stage and the plugged/unplugged oracle Professor Pluggy. What a film. As usual with a Godard film: what a sound mix!. See it in 35mm.

Broken Circle / Spiral Hill I have had a long fascination with the work of Robert Smithson, since discovering the book of his writings in the 70s. In the early 80s on the first few SY tours, I ‘coaxed’ the band into visiting one of his 3 still existing artworks – Broken Circle/Spiral Hill – in the countryside of northern Holland. Back then it was like a treasure hunt trying to find it, in the dark, late on the way to Club Vera in Groningen. In 2020 I visited it for a third time w friend Carlos, in the week before the world shut down. It had been totally restored and ready for it’s moment – just at it’s 50-year mark. In 2022 the site-an old, long-unused quarry – was opened to the public for the first time in ages, across 8 weekends. This year I narrated a podcast for the Holt/Smithson Foundation and the Netherland’s Land Art Contemporary, about Smithson and the work, which went live in November. (brokencircle.nl)

Birdsong Project I worked on this project, as both producer and performer, to raise money to benefit the Audobon Society for the preservation of avian habitats. Over 200 musicians contributed to this 20-LP set, as well as writers, poets and artists. Uplifting and surprising. (https://www.audubon.org/birdsong-project)

James Jackson Toth In the early 2000s I produced an album – James and the Quiet – with Mr. Wooden Wand, who’s music I love. This year a group of friends organized a birthday tribute to James, with 33 of us recording versions of songs from his vast catalog. I recorded ‘Wired to the Sky’, a favorite from the album we made together, recorded in our Viennese apartment in August, which closes this Birthday Blues collection. (https://aquariumdrunkard.com/category/jamesjackson-toth/)

Some Music/Art/Books etc:

Lou Reed – Words + Music, 1971 RCA Demos David Bowie – Divine Symmetry Catherine Christer Hennix – Selected Early Keyboard Works (https://blankformseditions.bandcamp.com/album/selected-early-keyboard-works) Plus Instruments, Februari-April ’81 (first record I was ever on) on Domani Records, NYC. In/Out/In, Sonic Youth. So cool to see this release welcomed so warmly! Cecilia Vicuña, Tate Modern Turbine Hall Venus of Willendorf, Naturhistorisches Museum, Vienna Matisse: The Red Studio, Museum of Modern Art, NYC Claude Monet – Joan Mitchell, Fondation Louis Vuitton, Paris Marco Fusinato, Desastres, Venice Biennale Family Affair, a 20-minute short film included in the Criterion Collection edition of Josh & Benny Safdie’s 2009 Daddy Longlegs, outlining our two families intertwined involvement in the making of the film. The most glorious home movie ever. The Double Life of Bob Dylan: A Restless, Hungry Feeling, Clinton Heylin. First of a 2-part bio of the (other) Bard, making first use of all the new material out from Tulsa’s Bob Dylan Center archive. Loved: Olivier Assayas’ Irma Vep mini series. He’d used SY’s ‘Tunic’ in his original 1995 film, and we became friends and occasional collaborators. The new limited series mines the story anew, meta-mixing in his 1995 film and Louis Feuillade’s 1915 original, Les Vampires. The most contemporary piece of ‘television’ I’ve seen in ages, just wonderful, with fantastic cast including a spot-on stand-in portrayal by Vincent Macaigne as the director, Alicia Vikander as Irma Vep, and Lars Eidinger as Gottfried. Also Devon Ross, Carrie Brownstein, many other great performances. Loved it. Still watching: Westworld, Handmaid’s Tale. Hal Willner Memorial, St. Anne’s, April. Miss Hal all the time…

---LR, Winnipeg, December 2022

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Brian Chase

Yeah Yeah Yeahs

Brian chose to write about one album that impacted him in 2022

This write-up is in no way meant to be a formal review - I don’t deem myself qualified for that task here - rather, this is meant to share personal enthusiasm and bring an album to light - like, "Have you heard this, it's really really amazing and inspiring and why isn't there more talking about it, and…" As a musician working within a greater community, I am acutely aware of the creative drive to continually uncover new modes, methodologies, practices etc. of expressing our chosen art form - each performance and each album serving as an instance of discovery and offering new perspectives on old conundrums. Whether the genre is rock, jazz, noise, free-improvisation, modern classical etc. the relationship of discourse and dialogue is still the same. At the forefront of this dialogue is John Zorn, as he has been for decades, and a major contribution to the conversation is the 2022 album Incerto - Existentialism, Psychoanalysis, and the Uncertainty Principle. Here, Zorn is the composer and the performing ensemble consists of some of Zorn's tightest in recent years: Brian Marsella on piano, Julian Lage on guitar, Jorge Roeder on bass and Ches Smith on drums. As Zorn says in the liner notes, "Incerto is about possibilities, probabilities, inevitabilities and improbabilities." Formal logic for musical structure is considerably expanded with these compositions and never before have I heard such new forms for improvisation. In these pieces, unexpected juxtapositions and superimpositions abound, as foremost examples of its many distinct features. The syntax of this music is beyond the scope of any previous way that I've conceived of music existing. Not only are harmonic and rhythmic conventions regularly reconstructed - often replaced with adjacent compliments and aggressive contradictions - but entire paradigms of improvisatory behavior are game as well. Shifts in genre/mood/tempo/texture/harmonic character/melodic personality place the improvisor in varying contexts - often in a short amount of time - and each context requires its own set of responses. The whole scope of musical history+trends+possibilities takes on a dynamic relational co-existence, in ways that I've never previously heard or thought possible - like when angular atonal lead lines enter on top of a serene ostinato, or impressionistic chords alternate between stillness and motion, or genre styles and idiomatic references collide, or gravelly density and noise build tension culminating into a placid release. Plus, so much of the composed material is really just so cool. Paramount to it all is the music’s immense depth of feeling. The moods on this album are evocative, romantic and ecstatic as much as they are revolutionary, kaleidoscopic and mystifying. As the music winds through its structural twists and turns, the key that holds it all together is sincerity of spirit - the performance of this music, as well as listening to it, is a literal experience. And within each singular track is the remarkable performance of the individual musicians themselves - each a respective master at the craft. Additionally, the album as a collective whole, being comprised of eleven very different tracks, functions as a macro-structure in itself which expands on the themes present in each individual track. So many new modes of music making are presented here - integrating them into current music making will take a while as more people discover its brilliance and begin to absorb the concepts and ideas it conveys. It is uniquely Zorn and there for us musicians to process and in turn produce that which is uniquely ours. Incerto is a gem in the conversation - we can listen and run with it how we like - but we have to hear it first.

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David T. Little

composer www.davidtlittle.com

MUSIC (new, revisited, & in rotation)

Vile Creature – Glory! Glory! Apathy Took Helm! Burning Witch – Crippled Lucifer tryphème – Aluminia Louis Cole – Quality Over Opinion KANGA – You and I Will Never Die DELANILA – Overloaded Amyl & the Sniffers – Comfort To Me Kae Tempest – Let Them Eat Chaos Graindelavoix & Björn Schmelzer – Josquin, the Undead: Laments, Deplorations & Dances of Death Run The Jewels – 1, 2, 3, 4 The Cure – Disintegration, Wish, Show, Pornography Tenderheart Bitches – High Kicks George Walker – Piano Sonatas (Steven Beck) Rammstein – Herzeleid, Mutter, Sehnsucht, Untitled (in heavy rotation after the MetLife Stadium show) Living Colour – Vivid Utah Phillips – We Have Fed You All For A Thousand Years Tom Morello – Hold The Line (track, feat. grandson) ACRONYM – Oddities & Trifles: the Very Peculiar Instrumental Music of Giovanni Valentini Late Stravinsky (various) Son Lux – Everything Everywhere All At Once (ost) Harrison Birtwistle – The Moth Requiem Christopher Tin – The Lost Birds Karim Sulayman, Apollo’s Fire – Songs of Orpheus Hermann Nitsch – Symphony No. 9 “The Egyptian” Jay Wadley – Swan Song (ost) Herem – Pulsa diNura Danny Elfman – Big Mess / Bigger. Messier. (Deluxe.) Scott Walker – The Drift

FILMS & SERIES (new & rewatched) Hellraiser (Clive Barker) The Rocky Horror Picture Show (Jim Sharman) Tetsuo: The Iron Man (Shin'ya Tsukamoto) Private Life (Tamara Jenkins) Double Take (Johan Grimonprez) After Life (Ricky Gervais) One Big Bag (Every Ocean Hughes) The Village Detective (Bill Morrison) Polia & Blastema (E. Elias Merhige) Sibyl (William Kentridge)

The Copper Queen (Crystal Manich) Wishes (Amy Jenkins) The Once and Future Smash (Sophia Cacciola & Michael J. Epstein) End Zone 2 (August Kane) All Quiet on the Western Front (Edward Berger) Everything Everywhere All At Once (Daniels) Russian Doll (multiple directors) Piggy (short) (Carlota Pereda) The Mitchells vs. The Machines (Michael Rianda & Jeff Rowe) WHAT DID JACK DO? (David Lynch) The Power of the Dog (Jane Campion) Pig (Michael Sarnoski) The Green Knight (David Lowery) The Northman (Robert Eggers) Muriel’s Wedding (P.J. Hogan) BoJack Horseman (multiple directors) Eyes Wide Shut (Stanley Kubrick)

BOOKS (some) Body Horror - Anne Elizabeth Moore Mrs. Dalloway - Virginia Woolf a ghost in the throat - Doireann Ní Ghríofa Cleanness – Garth Greenwell A Saint from Texas – Edmund White Out Loud – Mark Morris The Gastronomical Me – M.F.K. Fisher Agamemnon – Aeschylus (trans. Robert Fagles)

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Jonnine

HTRK

2022 good vibes - Hackedepicciotto tour photos such #couplegoals, kicking off the HTRK tour in Atlanta was exhilarating! Big hangs with my overseas buds Nathan Corbin and Yasmina Dexter, writing new songs with Nigel and keeping THE dream alive, my puppy Pali growing up into mumma’s good boy, instagram follows @the.holistic.psychologist (self healing)  @cracked.bolos (cakes), DJ Sundae, Amir Shoat, ‘Crush’ by Richard Siken (borrow from Nigel) writing bonkers dreams down again, Jonathan Richmond lyrics, tik tok #stayathomegirlfriend, jamming with Brother May in London and playing cafe OTO, second season Euphoria, White Lotus, Heartbreak High, rewatching Curb, Julia Fox’s eye makeup tutorial, films The Weekend and 45 Years by director Andrew Haigh, Charlotte Rampling interviews, fam long drives with Conrad and Pali finding songs for NTS <3 <3 Conrad got me into the Kinks!

Some music  i liked Actress — Dummy Corporation (Ninja Tune)  Autumn Fair - Autumn Fair  DALE CORNISH — Traditional Music of South London (The Death Of Rave)  Delphine Dora — A Stream Of Consciousness II (for piano solo) Coby Sey — Conduit (AD 93)  CS + Kreme — Orange (The Trilogy Tapes)  Harry Howard  - Slight Pavilions  Various / Kashual Plastik — Field of Progress Jonathan Richman - Jonathan Goes Country  Julia Reidy - World in World  Kitchen Cynics — Strange Acrobats Liz Durette - A Christmas Gift To You  Malvern Brume — Body Traffic (MAL)  Taylor E. Burch — The Best of Taylor E. Burch (Downwards)  The Incredible String Band — Wee Tam and the Big Huge  The Kinks - The Kinks Are the Village Green Preservation Society  Thomas Bush — Preludes Warm Currency — Returns (Horn Of Plenty) 

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Lawrence English

(Room 40 Records)

This year was the first time I had travelled internationally since 2019. The thing I realised I've truly missed is seeing people. The opportunity to share ideas, to be curious with others and to just be in the world was, well, magical. I think if anything the past few years has reminded me (us?) not to take things for granted…especially each other. This year was also the first time I returned to making solo electronic works. It had been about six years since I had completed Cruel Optimism and, if I am honest, I wasn’t sure if I still had an appetite for making solo electronic works. Approach however proved, to me at least, I can still derive great pleasure from working alone. Unexpectedly, I found the whole process of the album very satisfying, like it was new all over again, not something I always feel.

There’s been a tonne of great input into the system this year. Ergo Proxy totally got me thinking. I was late to the party, but it was a party I am glad I did make it to. Puce Mary made some tapes back in April, both of them were totally ace, filled with an acute sense of heaviness. I very much enjoyed Boy Harsher’s work this year too, outside my usual orbit in some ways, but they are really onto something of late. I caught up with my old and dear friend Kate Crawford, and had a chance to read over he excellent Atlas Of AI book, she is a tower of radiance. Annea Lockwood’s, work occupied a great deal of my thoughts this year, realising her Piano Transplants all at once was quite simply a delight. Adam Curtis’s TraumaZone left an indelible mark in more ways than one. I returned to Vancouver to photograph the crows that started off my homage to Masahisa Fukase, perhaps that tract of work is done? Oh and thanks to a dinner with Atsuo from Boris, and the encouragement of my small humans, we all started down the pathway of the epic saga of Gundam too. I missed that when I was younger, so it’s a long road to catch up on….but I started.

Oh and on a purely personal note I was able to commission a shikishi from Yoshihisa Tagami. Seriously, my 12 year old self was reborn when it arrived. The world is so much bigger, and smaller, than that little human could ever have imagined!

Love to you all and here’s hoping 2023 is full of curious surprises and wonder.

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John Tottenham

author

A LISTLESS LIST

Best Books:   Woodcutters Concrete Extinction| Wittgenstein’s Nephew Old Masters 

Thomas Bernhard

A Father and his Fate More Women than Men Manservant and Maidservant A Family and a Fortune  -  Ivy Compton Burnett   Hawkwind: Days of the Underground  -  Joe Banks

Best Songs:   Eunice Collins  –  At the Hotel Gloria Barnes  -  Old Before My Time Sonia Ross  -  Every Now and Then Rozetta Johnson  -  A Woman’s Way Debbie Taylor  -  I Don’t Wanna Leave You Denise LaSalle  -  Trapped by a Thing Called Love Barbara Stant  -  Unsatisfied Woman Ann Alford  -  If It Ain’t One Thing Big Martha  -  Your Magic Touch Helene Smith  -  Sure Thing     Best Shows By Octogenarians And Nonagenarians:

Ramblin’ Jack Elliott – Zebulon, LA  / Bob Dylan  -  Pantages, LA / Marshall Allen (Arkestra)  -  Zebulon, LA / Swamp Dogg  -  Teragram, LA / Doug Kershaw  -  Zebulon,  LA / Sonny Green  -  Barnyard & La Louisianne, LA / Tommy McClain  -  Stowaway, LA

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Brian Carpenter

Composer / Ghost Train Orchestra

My favorite recordings of 2022, in no particular order…also the most frequently played albums on my long-running radio show Free Association on WZBC in Boston. As I'm writing this I'm reminded that a lot of great records came out of bands from South London this year, across genres. 

The Comet is Coming - CODE Caroline - caroline Dry Cleaning - Stumpwork William Orbit - The Painter Akusmi - Fleeting Future

Electric Youth, David Sylvian, et al - A Tribute to Ryuichi Sakamoto - To the Moon and Back Portico Quartet - Next Stop The Smile - A Light for Attracting Attention Zola Jesus - Into the Wild Mary Lattimore and Paul Sukeena - West Kensington Lucrecia Dalt - Ay! Bjork - Fossora Tindersticks - Stars at Noon Original Soundtrack Kamikaze Palm Tree - The Hit Bitchin Bajas - Bajascillators Bill Callahan - YTILAER Thurston Moore - Screen Time Bill Orcutt - Music for Four Guitars Horse Lords - Comradely Objects Curha - Curha III

Sharon Van Etten - We've Been Going About This All Wrong Aldous Harding - Warm Chris Weyes Blood - Hearts Aglow Big Thief - Dragon New Warm Mountain I Believe In You Oneida - Success Brandon Seabrook - In the Swarm Jacob Garchik - Assembly Oren Ambarchi - Shebang The Lord and Petra Haden - Devotional Roedelius & Tim Story - 4 Hands Brian Eno - Foreverandevernomore Steve Reich - Runner Moor Mother - Jazz Codes Makaya McCraven  - Dream Another Sun Ra Arkestra - Living Sky Danger Mouse and Black Thought - Identical Deaths A Far Cry - The Blue Hour Nils Frahm - Music for Animals Mary Halvorson - Amaryllis Kronos Quartet, Van-Anh Vanessa Vo, Rinde Eckert - My Lai Attacca Quartet - Caroline Shaw: Evergreen

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DJ Food

Music: Clocolan - Empathy Alpha LP (Redpan) Brian Eno - The Lighthouse (Sonos HD) King Gizzard &The Lizard Wizard - Omnium Gatherum LP (Flightless) Twilight Sequence - Trees in General: and the Larch 12" (Castles In Space) WTCHCRFT - Drugs Here 12" (Balkan Vinyl) Ghost Power - Ghost Power LP (Duophonic Super 45s) Dexorcist - Night Watch 12" (Yellow Machines) The Advisory Circle - Full Circle LP (Ghost Box) Fenella - The Metallic Index (Fire Records) S'Express & Daddy Squad - Music 4 The Mind (DL)

Podcasts: The Bureau of Lost Culture We Buy Records Oh God, What Now?

Gigs / Events: The Orb play U.F.Orb @ The Fox & Firkin, London Staying in a restored Futuro House, Somerset Fogfest @ Iklectik, London Funki Porcini's Lasarium @ Iklectik, London The Trunk Groovy Record Fayre @ Mildmay Club, London

Books / Comics: 99 Balls Pond Road - Jill Drower (Scrudge Books) Radio Spaceman - Mike Mignola & Greg Hinkle (Dark Horse) A-Z of Record Shop Bags - Jonny Trunk (Fuel) Mud Sharks - Dave Barbarossa Good Pop, Bad Pop - Jarvis Cocker (Vintage) House Music - Andy Votel (The Modernist) Defying Gravity - Jordan Mooney w. Cathi Unsworth 69 Exhibition Road - Dorothy Max Prior (Strange Attractor) Judge Dredd - Mike McMahon (Apex Edition) It's Lonely At The Centre Of The Universe - Zoe Thorogood (Image Comics) The Black Locomotive - Rian Hughes (Picador)

Films: Get Back (Disney+) Who Killed The KLF? (Chris Atkins) In The Court of the Crimson King (Toby Aimes)

[top10countriesineuropefortourist]

Top 10 Countries in Europe for Tourists

Introduction

Europe, a continent bursting with history, culture, and tantalizing cuisines, is a haven for tourists. But with so many countries to explore, where should one start? Let's dive into the top 10 countries Europe for tourists that should be on every traveler's European bucket list!

France

Ah, France! The nation of love, wine, and delectable pastries. France has much to offer to every kind of traveler.

The City of Love: Paris

Who hasn't dreamt of standing atop the Eiffel Tower or wandering through the Louvre? Paris is a mesmerizing blend of history, fashion, and culinary expertise. Have you ever heard the phrase, "Paris is always a good idea"? Well, they weren't kidding!

French Riviera's Enchanting Coastline

Beyond Paris, the south of France boasts stunning coastal towns like Nice, Cannes, and St. Tropez. Crystal blue waters, golden sandy beaches, and world-class festivals – what's not to love?

Italy

When you think of Italy, what comes to mind? Pizza, pasta, or perhaps the Leaning Tower of Pisa? But there's so much more to this beautiful country.

Rome's Timeless Ruins

The Colosseum, Roman Forum, Pantheon... Rome is like a living museum. Walking its streets feels like time-traveling back to the glory days of the Roman Empire. Have you ever wondered how it feels to walk the same paths as ancient emperors? Rome gives you the answer!

Venice: The City on Water

Imagine floating down serene canals with a singing gondolier. Venice is pure magic. Bridges, waterways, and historic buildings create a unique experience. And let's not forget the delicious gelato waiting around every corner!

Spain

Spain is a fiesta of flavors, sights, and sounds. It's a place where passion meets tradition.

Festive Barcelona

From Gaudi's architectural wonders to the lively La Rambla, Barcelona offers a unique blend of modernity and history. Tapas, anyone?

Seville's Flamenco Beat

The heart of Andalusia beats to the rhythm of flamenco. Seville offers sun-soaked plazas, historic palaces, and a vibrant nightlife. And did I mention the mouthwatering churros?

Greece

The cradle of Western civilization, Greece offers sun, sand, and ancient history.

Ancient Athens

The Acropolis, Parthenon, and ancient ruins remind you of Greece's grandeur. But Athens isn't just about the past; it's a buzzing city with a vibrant street culture.

Santorini's Sunset Magic

Cliffside towns with white-washed buildings overlooking azure waters — Santorini is postcard-perfect. Have you ever wondered where the best sunset in the world might be? Many say it's right here!

Portugal

The underdog of European travel, Portugal is a hidden gem waiting to be discovered.

Historic Lisbon

With its cobblestone streets, historic trams, and delicious pastries (hello, pastéis de nata!), Lisbon is a delightful mix of old and new.

The Douro Valley's Wine Trail

Rolling hills, terraced vineyards, and world-class wines make the Douro Valley a must-visit for every wine lover. Fancy a glass of port in its birthplace?

Conclusion

From history-filled cities to breathtaking landscapes, Europe offers an eclectic mix for every traveler. Whether you're looking for gastronomic delights, architectural marvels, or beachside tranquility, Europe has it all. So, where are you headed next?

[pcolossal]

Locality Inside – Edition– Mamurdi

Mamurdi, located in the north-western part of Pune, has been gaining popularity in recent years due to its excellent connectivity to major employment hubs like Hinjewadi. This town is approximately 30 kilometers from Pune and has functional connectivity via state highways and railways. This makes it an ideal location for those who want to live close to the city yet away from the hustle and bustle.

For more details, click the link: https://www.propertycolossal.com/LocalityInformation/mamurdi-l-id37

One of the key advantages of Mamurdi is its potential for development. With the increasing demand for residential properties, several renowned developers have established various residential projects in Mamurdi. These projects offer modern amenities like swimming pools, gyms, and clubhouse facilities, catering to the needs and requirements of modern-day homebuyers. Mamurdi is still at a growing stage, which means that property rates are relatively low right now and have the potential to scale up massively in the future.

The suburb's recent inclusion in the Pimpri Chinchwad Municipal Corporation (PCMC) has given it a significant advantage in terms of infrastructural development. The upcoming Pune Metro's Purple Line, which will connect Mamurdi to the city center via Nigdi Station located just 7 km away, is expected to enhance connectivity. Moreover, the proposed Pune Ring Road, via Shelarwadi located 10 km away, will further improve accessibility. There are also plans to widen the Pune-Mumbai Highway, which will smoothen traffic movement around Mamurdi.

Apart from its potential for growth, Mamurdi also offers a lot in terms of social and retail infrastructure. Residents can access popular malls like Central Mall, Xion Mall, Premier Plaza Mall, and Westend Mall for a joyful shopping experience. For medical help, renowned hospitals like Varad Hospital & Critical Care and Dharaskar ENT & Paediatric Hospital are located within a 6km radius. Top-rated schools like Orchids International School, Cambridge International School, Akshara International School, and Elpro International School are situated within 5km to 10km from Mamurdi. For recreational activities, Mamurdi has several parks like Green Park, PCMC Garden, and Virangula Park & Jogging Track.

The town also boasts several tourist attractions like the Ghorwadeshwar Buddhist Caves, Murugan Hill, and Kundamala Waterfall. So, whether you're a homebuyer or an investor, Mamurdi is the rising star of Pune’s real estate that you cannot afford to miss! 

For more details, click the link: https://www.propertycolossal.com/LocalityInformation/mamurdi-l-id37

[fathimashammas761]

7 Best things to do in Peru in 2024

Located in western South America, Peru, formally known as the Republic of Peru, is a fascinating nation. Peru provides travellers with a wide range of experiences due to its different environments, which include the lush Amazon rainforest, the beautiful Andes Mountains and the barren coastal plains. Peru, the third-biggest nation in South America and the 19th largest nation overall, is home to energetic cities like Lima, the capital, and a rich cultural legacy. Peru's distinctive geography and history provide for an incredible backdrop for adventure, whether you're hiking among ancient ruins, exploring busy marketplaces, or getting lost in local customs. Understanding the procedure for obtaining a Peru visa can help travellers plan a seamless and pleasurable vacation.

Peru has full of attractions for all kinds of travellers from the well-known Machu Picchu to the energetic streets of Cusco. The nation is a popular travel destination for 2024 because to its historical significance and natural beauty. Getting the appropriate visa in advance of your trip is essential if you want to fully experience Peru's marvels. Explore the finest alternatives for a Peruvian visa to ensure a seamless travel experience as you discover the must-do activities and experiences in this captivating nation.

Here are the 7 Best things to do in Peru in 2024

1. Trek through the Amazon Jungle:

The beginning of our voyage takes us deep into the Amazon Jungle, which is the planet's most bio diverse area. Trekking in this expansive, wild area gives you the opportunity to fully experience the views and sounds of the selva. Look for elusive wildlife as you make your way through the deep jungle, such as colourful birds and unusual creatures. Nature lovers should not miss the Amazon since it offers a deep plunge into one of the world's most pristine ecosystems.

2. Sandblasting:

Sandboarding in Peru is an unparalleled, heart-pounding experience for those seeking excitement. Go to Paracas's beach sands or Huacachina's towering dunes for thrilling roller coaster rides down the hills while lying on a board. This one-of-a-kind experience promises an incredible sensation by fusing the thrill of snowboarding with the warmth of the desert. A great way to experience Peru's many landscapes and push yourself on the sand is to go sandboarding.

3. Get to Know Peru’s Colonial History through its Architecture:

From imposing cathedrals to quaint plazas, Peru's architecture exquisitely captures the essence of its colonial history. Spanish colonial architecture may be found in breath-taking specimens in cities like Cusco and Lima, which include elaborate facades and magnificent buildings. These architectural treasures will catch your eye as you stroll around the streets, providing a window into Peru's fascinating past. Discovering these locations offers a broader perspective on the nation's colonial past in addition to a visual feast.

4. Hike Fiery Volcanoes in Arequipa:

Hiking aficionados will love Arequipa because of its breath-taking volcanic scenery. Encircled by three magnificent volcanoes, El Misti, Chachani and Pichu Pichu, this area has a variety of trails suitable for varying degrees of difficulty. The still-active volcano El Misti offers wonderful panoramic views but also a strenuous hike. Arequipa is a hiker's heaven for those who love the magnificent environment and volcanic terrain.

5. Bike Ride along Lima’s Coastal Cliffs:

The Miraflores neighbourhood of Lima offers a breath-taking setting for an exciting bike ride along the seaside cliffs. Beautiful views of the Pacific Ocean and the city's verdant parks can be seen from this path. Cycling the Costa Verde is a fantastic way to discover Lima's stunning coastline while taking in the expansive views and crisp sea wind. It's the ideal pastime for people who wish to visit this energetic city and work out at the same time.

6. Enjoy Some Authentic Peruvian Foods:

Peru's cuisine is a lively fusion of flavours that reflect the country's varied topography. The rich cultural tapestry of the region is reflected in the cuisine of the high-altitude Andes and the Amazon basin. Savour regional specialties like aji de gallina, lomo saltado and ceviche. Foodies must visit Peru to enjoy its delectable cuisine, since the nation's culinary sector is renowned throughout the world for its creativity and diversity.

7. Stargazing in Peru’s Clear Skies:

The best places in South America to go stargazing are Peru's pristine, high-altitude skies. The vastness of the night sky, away from the lights of the city, displays constellations exclusive to the Southern Hemisphere. The conditions are perfect for viewing celestial wonders in places like the Andes and the Peruvian desert. A peaceful and breath-taking experience stargazing in Peru lets you establish a connection with the universe in one of the most breath taking natural environments on Earth.

Conclusion:

A plethora of remarkable experiences await travellers to Peru in 2024, from the peaceful deserts to the verdant depths of the Amazon Jungle. This diversified nation has something for everyone, whether you're an adventure seeker ready to trek through pristine landscapes, a history buff enthralled by colonial architecture, or a gourmet fanatic eager to sample world-famous Peruvian cuisine. Each distinctive activity guarantees that your trip to Peru will be exciting and unforgettable while also showcasing the country's rich cultural and environmental tapestry.

Getting the proper travel documents is crucial if you want to take advantage of everything Peru has to offer. Making the most of your time in this amazing nation and ensuring you have a valid Peruvian visa can help you travel successfully. From enjoying real local cuisine to sandboarding along golden dunes.

Read more: Singapore Visa

[allisonreader]

Story Idea; title Canadian Zed

A group of Saskatchewan kids make a band, calling it Canadian Zed.

They focus on Canadian-isms, particularly the west.

They write their own songs about particularly Canadian things, Saskatchewan things, events that they grew up with.

Most if not all are from Saskatoon and surrounding areas.

Will only cover songs that could be considered Canadian.

At least one went to school at both (redacted) and (redacted).

Perhaps one at Tommy Douglas, Walter Murray, Marion Graham, Henry Kelsey, Pleasant Hill, Caswell, Queen Victoria, ED Feean (mix of elementary and high schools)

Mix of boys and girls.

They don’t really stick to on genre country/folk/pop/rap/alternative/punk

None of them expect to make it big, who wants to hear a bunch of people sing about western Canada? Most likely not most people.

One of them First Nations or Métis 

List of songs

Blizzard of ‘07 (The day the city shut down.)

Half way to Davidson

Just past Chamberlain 

Bloody cold weather

Poutine, toques, and toboggans

Dry heat when it comes

Sweet home Saskatoon (Parody of sweet home Alabama.)

Making a name Canadian style

Saskatoon, the biggest city (in Saskatchewan)

Saskatchewan Phrases (from bunnyhugs to vi-co)

We got lakes

Manitou, Saskatchewan’s place to float (our one personal Dead Sea)

An ode to Gordie Howe

The confusing world of Canada

Identity crisis

Canada's boring history 

When we fight

What the east wants (it gets)

Feeling forgotten

First Nations were here first

Paris of the prairies

Americans laugh at Saskatchewan's capital 

Ditch the province (Alberta's the place to be, or at least it was)

Saskatoon berries 

Gophers everywhere

Big names, Saskatchewan connection 

New York is big... but this is Biggar 

Moose Jaw has a connection to Al Capone 

Saskatchewan Riders, Rush, and now Rattlers (bring your green)

Z(ed)

Not Justin Beiber's Sorry

The Bonanza burned down

No more eat in Pizza Huts 

Midtown Plaza, The Centre, Confed, and Marketmall

Circle drive/ring road

Last ditch nice weather as fall changes

Pow wow days

Ribbon dresses and star blankets

Teepees are real, symbolisms behind them

Not Indians

Small towns

Metric rules, but we still use imperial too

Insulin is our jam

WWI hero

Canadian heritage moments 

I wanna house hippo

Canadian seasons

Construction season 

Cold season 

Saskatchewan Riders, Rush, and now Rattlers (bring your green)

Before River Landing

Down at the Bez

oOo

Bring your green,

And let’s go to a game,

Bring your green,

And we'll make a sea,

Bring your green,

No, this isn’t about Canadian grammar, words, or pronunciation. It isn’t about how Canada is different from the USA or anything like that. This is a story about a band, group of us who decided that we wanted some more Saskatchewan influence in the world, and decided to name ourselves Canadian Zed, because a radio DJ referred to ZZ Top as Zed Zed Top, being the proper Canadian that he is, fully knowing that’s not the proper way to pronounce it. Though this isn’t a story about our formation either. This is our story of hoping to gain some audience in Saskatchewan and maybe the rest of Canada. We didn’t expect to make it big at all, and we’re not on a global scale, but we’ve found our place and rock it.

And cheer on your favourite team

oOo

[reedcagle0]

Discovering the Wonders of Chile: A Tourism Guide

Chile, a long, narrow country stretching along South America's western edge, offers an incredible diversity of landscapes, cultures, and experiences. It is a treasure trove for travelers seeking adventure, culture, and natural beauty, from the arid Atacama Desert in the north to the icy fjords and glaciers of Patagonia in the south. This guide explores the various attractions and activities that make Chile a must-visit destination.

Santiago: The Vibrant Capital

Santiago, Chile's bustling capital, is a vibrant metropolis that seamlessly blends modernity with historical charm. In a valley surrounded by the Andes Mountains, Santiago offers a mix of cultural attractions, including museums, art galleries, and historic sites.

Visitors can start their exploration at Plaza de Armas, the city's historic center home to the Metropolitan Cathedral and the National History Museum. A visit to San Cristóbal Hill is essential for a panoramic view of Santiago. The hill features a towering statue of the Virgin Mary and offers breathtaking views of the city and surrounding mountains.

The bohemian neighborhood of Bellavista is known for its lively nightlife, street art, and the famous La Chascona house, once the home of Nobel laureate poet Pablo Neruda. Santiago's culinary scene also thrives, with numerous restaurants offering traditional Chilean and international cuisines.

The Atacama Desert: An Otherworldly Landscape

In northern Chile lies the Atacama Desert, one of the driest places on Earth. This region is renowned for its otherworldly landscapes, including salt flats, geysers, and lunar-like valleys. San Pedro de Atacama, a small town in the desert's heart, is the perfect base for exploring this unique environment.

Popular attractions include the Valle de la Luna (Moon Valley), known for its stunning rock formations and surreal sunsets, and the El Tatio geyser field, where visitors can witness the spectacular geysers spouting steam at dawn. The Atacama Desert is also a premier destination for stargazing, offering some of the clearest skies in the world.

The region is dotted with archaeological sites for those interested in ancient cultures, including pre-Columbian ruins and petroglyphs. The Atacama Desert's unique combination of natural beauty and cultural heritage makes it a fascinating destination for adventurous travelers.

Patagonia: Nature's Grand Showcase

Patagonia in southern Chile has dramatic landscapes, including towering mountains, expansive glaciers, and pristine lakes. This remote and rugged area is a paradise for outdoor enthusiasts and nature lovers.

Torres del Paine National Park is the crown jewel of Chilean Patagonia, famous for its granite peaks, turquoise lakes, and diverse wildlife. Hiking the W Trek or the more challenging O Circuit offers an unforgettable experience, with stunning vistas at every turn. The park is also home to guanacos, foxes, and the elusive puma.

Further south, Punta Arenas is a gateway to the Antarctic and the nearby Magdalena Island, known for its large colony of Magellanic penguins. The Chilean fjords, with their icy waterways and glaciers, offer breathtaking scenery and opportunities for cruising and kayaking.

The Lake District: A Land of Lakes and Volcanoes

Chile's Lake District, located in the central-southern part of the country, is a picturesque region characterized by shimmering lakes, snow-capped volcanoes, and lush forests. Pucón is a popular destination for adventure sports, including hiking, skiing, and white-water rafting.

Villarrica Volcano, one of the most active volcanoes in South America, dominates the landscape and offers guided climbs to its summit for spectacular views. The region's lakes, such as Lake Villarrica and Lake Llanquihue, provide boating, fishing, and swimming opportunities.

The Lake District is also rich in cultural experiences. The Mapuche people, the region's indigenous inhabitants, offer insights into their traditional way of life through cultural tours and handicrafts. Visitors can enjoy local cuisine, which features fresh ingredients from the region's farms and fisheries.

The Wine Country: A Toast to Chilean Wines

Chile is renowned for its world-class wines; its country's countriescountriescountry'sons are a major visitor attraction. The Central Valley, encompassing the Maipo, Colchagua, and Casablanca valleys, is home to many of Chile's toChile'sies.

Wine tours offer the chance to sample various wines, including the country's country country's redcountrycountry'sred, Carménère, and internationally acclaimed Cabernet Sauvignon and Sauvignon Blanc. Many wineries also offer gourmet dining experiences and beautiful vineyard views.

The Casablanca Valley, located between Santiago and Valparaíso, is particularly known for its cool-climate white wines and is easily accessible for day trips. The Colchagua Valley, with its rolling hills and historic estates, offers a more immersive experience with boutique hotels and wine spas.

Easter Island: A Mysterious Pacific Outpost

Easter Island, or Rapa Nui, is one of the most remote inhabited islands in the world and is famous for its mysterious moai statues. This UNESCO World Heritage site uniquely blends Polynesian culture and stunning landscapes.

Visitors can explore the island's archaeological sites, including the Rano Raraku quarry, where the moai were carved, and Ahu Tongariki, the largest ceremonial platform with 15 restored statues. The island's inland sites, such as Bisland and Anakena, provide a perfect spot for relaxation and swimming.

Easter Island's cIsland'ss celebrvIsland'sultureated through traditional music, dance, and festivals. The Tapati Rapa Nui festival, held in February, showcases the island's homeland with its competitions, performances, and ceremonies.

Chile is a destination that offers something for every traveler. Whether you're reitsities, vast deserts, majestic mountains, or cultural richness, Chile promises an unforgettable experience. Its diverse landscapes and attractions make it a country worth exploring, providing endless adventure, relaxation, and discovery opportunities.

[rabbitcruiser]

Paradise, NV (No. 3)

The Best Western Plus Casino Royale (formerly known as the Nob Hill Casino and Casino Royale) is a casino and hotel on the Las Vegas Strip in Paradise, Nevada. The casino, measuring 19,000 sq ft (1,800 m2), caters to low rollers. The hotel includes 152 rooms.

The hotel portion originally opened in 1964, as the Caravan Motor Hotel. The casino portion opened as the Nob Hill in July 1978, and closed 12 years later, reopening as the Casino Royale on January 1, 1992. The hotel became part of the Best Western chain in 2012.

Source: Wikipedia

Fashion Show is a shopping mall located on the Las Vegas Strip in Paradise, Nevada. It was developed by Summa Corporation and Ernest W. Hahn, the latter also serving as general contractor. The mall features Dick's Sporting Goods, Dillard's, Macy's, Macy's Men's Store, Nordstrom, Neiman Marcus, and Saks Fifth Avenue.

Construction began on March 15, 1979, and the project was built at a cost of $74 million. Fashion Show Mall opened on February 14, 1981, becoming the first major shopping center on the Strip. It was also the third mall to open in the Las Vegas Valley. Its success prompted the construction of other retail centers on the Strip, including the Forum Shops.

The Rouse Company took over ownership in the 1990s and later conducted a $1 billion renovation and expansion, which lasted from 2000 to 2003. The project included new stores and restaurants, as well as a retractable runway for fashion shows. A plaza along the Strip was also added and includes the Cloud, a steel structure providing shade to pedestrians, while doubling as a nighttime projection surface for advertising. General Growth Properties (now Brookfield Properties) acquired the mall in 2004.

Source: Wikipedia

[worldtouradvicetravel]

BEST HONEYMOON PLACES IN JORDAN, 10 DAYS

BEST HONEYMOON PLACES IN JORDAN, 10 DAYS

Enter the world of the Ancient Egyptians and find out why their civilization was able to capture the imagination with amazing Holidays In Jordan, scout Jordan with its Historical sites, get amazing tours to visit all the famous archaeological sites with Best Honeymoon Places in Jordan, Explore Amman "Jordan", visit Umm Qais, Jerash, Ajloun, explore Mount Nebo, Madaba, Dead Sea, finally beguile your eyes at Petra with its amazing wonders.

Visit the most famous archaeological sites with Jordan Egypt Tour Package, Explore Petra city with our Best Honeymoon Places in Jordan, visit Jordan and Egypt, Explore Umm Qais, Jerash, Mount Nebo, Madaba, and Dead Sea to enjoy the largest natural spa in the world.

Experience a marvelous Jordan Petra Tour, Discover the main attractions with Amman to Petra Tour, explore stunning sites of Jordan from Amman to Petra, visit the Rose Red City of Petra, know the legends of Petra, jerash and Dead Sea with World Tour Advice

Overview

Best Honeymoon Places in Jordan, We offer you a honeymoon travel package to visit the best places in Jordan, 10 Days tours to discover Petra, Wadi Rum, the Hammamat, the Dead Sea and Amman in Jordan

Itinerary

Day 1 : Arrival Amman Welcome to Jordan, Our Tour Representative will meet you at Ammann airport, he will hold a sign in his hand with your names, then a direct transfer of half an hour to arrive to your hotel in Amman, check in, free time for leisure, Overnight in Amman

Day 2 : City Tour In Amman, Jerash, Hammamat Ma\'in Hotel (B) Enjoy your breakfast in your hotel in Amman,then meet your tour guide to start your honeymoon tours in Amman the capital of Jordan,you will go to visit the  remains of Roman, Islamic periods in Amman,you will see the city view from the citadel hill,you will visit the Archaeological museum, the Roman theatre,a walking tour in the  traditional markets, the Souq & Rainbow street, then drive to the north of Amman to visit other beautiful site in Jordan Jerash, which is the best example representing a Roman provincial city in all Middle East, during your tour in Jerash , you will visit Oval plaza, the colonnaded street, the Nymphaeum and Artemis temple, then you will drive to Hammamat Ma\'in 7 check in hotel Overnight in Hammamat Ma\'inJordan in Hammamat Ma\'in,it is located 264 meters under the sea level, it is a natural area surrounded by natural springs & waterfalls Overnight at the Hammamat hotel

Day 3 : Hammamat Ma'in free day for leisure in Hammamat Ma'in, Enjoy your free day in Hammamat Ma'in , it is called also Zarqa Ma'in,, it is a series of natural hotsprings and waterfalls with biblical connections, Hammamat Ma'in are located between Madaba and the Dead Sea in Jordan. the Hammamat springs still run hot till today, now there are modern spa resort in the area, there are many springs but the main waterfall is gushing over a cliff beneath the resort, and its water temperature ranges from 40 to 60 degrees, there you will find Jordanian families & tourists enjoying the Hammamat waters, most of the Jordanian or the Arab families are in fully _veiled robes and the European touriss are in their modern western swimsuits. During the time of king Herod, these springs were called as Baaras, Herod built a big house  there & according to the tradition, it was at that villa that Salome danced and John the Baptist was beheaded 

Day 4 : Hammamat Ma'in, Free day for leasurs Enjoy your day swimming and enjoying the splendid views of Hammamat Ma'in , it is a free day for leisure

Day 5 : Tours To Madaba, Mount Nbo, Dead Sea hotel Enjoy your breakfast then drive to visit the city of Madaba, it is well known for its mosaic art,Madaba is a home of one of the most famous mosaic in the world,it is the 6 th century mosaic map of Jerusalem and the Holy land,it was done by 2 millions pieces of vividly colored local stones, Madaba mosaic depicts hills & valleys, towns & villages in Palestine, and arrive to Egypt Nile Delta. The mosaic map of Madaba covers Saint George church floor which is a Greek orthodox church built in1896 AD, Saint George church was built on the ruins of other elder Byzantine church, The original mosaic map was 15.6x6m, only about quarter of it was preserved very well. You can see other masterpeices of Madaba mosaic in the Church of The Virgin,the Apostles & in the Archaeological museum depicting nature, daily life things &scenes from the mythology. Proceed your tour from Madaba to visit mount Nbo,it is the place where Moses had gazed at the  promised land, then drive to the Dead sea, go to your hotel , check in your Dead sea hotel. Overnight in Dead sea Day 6: Jordan Dead Sea at leisure Enjoy your breakfast in your hotel in Dead Sea, enjoy your free day as many other famous visitor from the ancient history, such asking Herod, or Queen Kleopatra, who were visiting the area, to enjoy its unique characters, the high temprature all the year,  the low humidity, Jordan Dead Sea is the lowest point on earth and its water contain the highest  content of minerals and salts in all our world Overnight Dead Sea Hotel

Day 7 Free Day for leisure in Dead Sea enjoy your second free day to enjoy the Dead sea

Day 8 Dead Sea Hotel, Dana Village, Wadi Rum, Petra Hotel Enjoy your breakfast in hotel, then drive to the Dana Biosphere Reserve, where you will enjoy the splendid different views in the largest nature reserve in Jordan,then driving towards the protected area ( Wadi Rum desert ), Wadi Rum is one of the most impressive desert landscapes in the world, start your safari tours by jeep 4x4, to explore the desert of Wadi Rum, discover the Nabatean Rock inscriptions, then driving about one hour and half to Petra, check in your hotel  in Petra.

Day 9 Petra Day Tour, Petra Hotel After enjoying your breakfast,start a very unique day tour to discover the most important attraction in Petra, which was established by the Nabatean Arab to be their capital,they are a nomadic Aarabic tribe which settled in the area and established   COMMERCIAL EMPIRE,You will strat the tour to Petra or walking or riding  a horse or a camel to cross the Siq or tha canyon leading you to the Treasury building, discover te red lost city of Petra where you will see the royal tombs, the pharaoh's castle, the street of facades, tombs, temples and ta theatre, back to your hotel in Petra Overnight in Petra

Day 10  From Petra to Amman airport Enjoy your breakfast, check out at 11:30 am or before as your departure time, if your departure time is late we can add a day use in Petra hotel or in Amman hotel as you want, It takes about two hours and half from Petra hotel to Amman airport, the transfer time will depend on your flight time

Included

- Meet and greet service upon your arrival to Amman airport - All the travel package transfer by A/C modern vans,& English speaking ecoter - Accomodation in 5 stars hotels bed and breakfast   one night at Amman hotel, 3 nights at Hammamat, 3 nights at Dead Sea, 2 nights   at Petra hotel - English speaking Tour guide on spot in Petra 3 hours - English speaking Tour guide on spot in Jerash, one hour - 2 hours jeep safari in Wadi Rum desert

Excluded

- International flights - Meals not mentioned - Tipping kitty - Personal expenses

For more info

·         amanywaw@gmail.com

·         Website

·         https://www.worldtouradvice.com/

·         Mobile and what’s App:

·         002 01090023837

[oldmke]

This 1940 photo shows the County Courthouse surrounded by a jumble of apartment buildings, houses, billboards and a service station - a far cry from today's Civic Center Plaza. The courthouse in the photo was Milwaukee County's third. The first, built in 1836 east of the river on what is now called Cathedral Square, was a two-story frame, Greek Revival structure used for concerts, classes and church services as well as county business. After 20 years of debate, a second courthouse, said to be modeled after St. Isaac's Cathedral in Leningrad, was built in stages on the same site between 1869 and 1873. Around the turn of the century, yet another debate began, this one lasting almost 30 years, on the location and design of the third courthouse. New Yorker Albert R. Ross' massive neo-classical offering, chosen from among 33 entries, was completed in 1931. It formed a western focus to the developing but never realized civic center that extended from N. 10th St. to City Hall. The location of Milwaukee's courthouse on a hill rising gradually from the Milwaukee River is in deliberate imitation of the Capitol Hill Potomac River plan in Washington, though on a more modest scale. "Remember When" is prepared by the Milwaukee Public Library with resources from the local history collection.

[francinebill]

May 20 to June 4 2023

Portugal and Spain

Introduction - The Bakers are off on another walking tour in northern Portugal and western Spain. We are traveling with our good friends Richard and Susie Weiner and we are looking forward to an interesting, exciting time along with good food. Before the walking tour we will be spending time in Lisbon and Porto.

Follow us during the next couple weeks as we share stories, travel ideas and pictures.

May 20 - 24 - Claremont CA to Lisbon, Portugal -

We arrived in Portugal on May 21 after a stop in Paris. Our hotel was centrally located in the Baixa area, or downtown, of Lisbon. On our first day, May 22, we walked to the Praca do Comercio, a large plaza facing the water and surrounded by government buildings. We walked along the water to the Time Out Market, a very large indoor food court with a variety of Portuguese food. From there we walked to the Chiado neighborhood located on one of Lisbon’s many hills. We had a close-up view of the Elevator de Santa Justa that was completed in 1902 and takes riders seven stories to another Lisbon neighborhood. The line was very long so we decided to take a pass on riding the elevator.

In the afternoon we joined a food tour of Lisbon that introduced us to unique locations and a variety of Portuguese food, including cod fish balls, local cheeses and wine, samosas, a fried South Asian delight with savoury filling, of either beef or vegatables. We finished the tour having the famous Portuguese custard pastry, pasteis de nata. It was a fun tour and our guide was lively and informative.

On May 23, we ventured on public transportation and went to the National Coaches Museum located in the Belem neighborhood. The museum is fascinating with a variety of horse drawn coaches, chaises and miniature coaches with some dating from the 16th Century.

It was fascinating to see the development of coaches over the different time periods.

Afterwards we walked the Belem shoreline to the Statute of the Discoverers, a tribute to the long seafaring history of Portugal, and the Belem Tower, 16th-century fortification that served as a harbor entry point for Portuguese explorers.

On the return we walked different Lisbon neighborhoods with a late lunch stop at a cute restaurant, Fauna & Flora, for a delicious and creative meal. After a rest at our hotel, our evening plans were altered due to a deluge of rain, however, we did venture out for an ice cream.

On May 24 we all took a Tuk Tuk ride, an open air large scooter, to the Castelo de Sao Jorge, a large castle and hilltop area overlooking Lisbon and the harbor. There was a long line for entry to the castle and the Weiners stayed to explore while the Bakers ventured down the hill for a long walk to the Principe Real neighborhood, another hilltop area with narrow streets, a variety of cute shops and restaurants.

In the late afternoon we met back at the hotel for some beverages and relaxation before our dinner for a 45 minute walk along the tree-lined Avenida da Liberdade for dinner at Lidia Restauante & Bar, Mediterranean food with a wide selection of Portuguese cuisine. It was a nice and final day in Lisbon and on to Porto.

[aflyabroad]

2/3/2023:

Layers upon layers...

We visited the Temple Mount early Thursday morning. The path to the Dung Gate is fusion of excavation, repair, and construction. On the right, we pause briefly as Rabbi points out the Giv'ati Excavations before we dodge the crews and equipment repairing the streets. Many cranes are visible throughout the skyline, placeholders for the Jerusalem to come.

We pass through security - who declares Boaz "ok" and allows us forward without a minder and - through a covered pathway overlooking the western walls. It is prayer day - the plaza divided about 4/5 - 1/5 - the smaller section the woman's section. A chest high barrier divides the section. Most woman sit in chairs or stand praying. A woman in a bright pink tichel stands at the edge of the barrier looking over to a table in the men's section watching closely a small child of around 4 fidgeting at the table with a group of men. A large Christian tour group passes us as Boaz describes the archaeology the western wall, how what we see is the smallest fraction of what is buried underneath.

We stop in front of the al-Asqa mosque. Originally built in ~700 CE, it was destroyed multiple times by earthquakes - the current form being built in the middle ages. The door is propped open - we can see through to light shining through the windows. A three year old child squeals running inside and out of sight as his father appears to be doing custodian tasks. A cat and large black crow soon join him in dashing in and disappearing from site. We learn, under the sparse shade of olive trees about how a new underground mosque was built in the 1990s - under a permit to build fire exits to the existing mosque. We visit the Temple Mount - stopping near-to the Dome of the Rock before exiting the plaza.

The group splits at this point - I joined the smaller group for a trip going mountain biking in the Judean Hills while many other went to visit the Israel Museum. We start on city bicycle trails initially - stopping briefly for a "bagel" in a muslim neighborhood of Jerusalem. I use quotations because these are closer to the size of a small swimming ring. We pass an elderly man fallen asleep sitting up, his mouth agape in the sun, a cat asleep on the pavement nearby. The parks and hillsides are dotted with flowers. We head off road stopping to view some hillside baths - where many young boys are loitering and splashing and in a separate bath further on, three woman sit on the edge of a small square pool. We then continued through hard rocky trails into the hills - overlooking the green, terraced hillsides of the countryside, arriving at a campsite to meet the bus. A few of us continued a few more minutes to Yad Kennedy and panoramic views of the city before returning to the bus to meet the others and head to Abu Ghosh for an wonderful lunch.

Our evening concluded with an amazing visit with the Yozma congregation in Modim, where we shared conversation on history of their community and in reform Judaism in Israel. We sang together in sephardic tunes - hands clapping and feet stomping. They were optimistic about the potentials for liberal democratic judaism to survive and flourish.

[travelling-around-this-world]

NORTH of CHILE 🇨🇱

SANTIAGO DE CHILE / 3 DAYS

Santiago, the capital and largest city in Chile, is located in a valley surrounded by the snow-capped peaks of the Andes and the Chilean Coastal Range. This city offers a lot of attractions that will make you enjoy it in several ways: culture, heritage, bohemian and a lot of history are part of this historical but modern Latin American city.

HISTORY

Approximately two decades of uninterrupted economic growth have transformed Santiago into one of Latin America's most sophisticated metropolitan areas, with extensive suburban development, dozens of shopping malls, and impressive high-rise architecture. The city also boasts some of Latin America's most spectacular infrastructure, such as the Santiago Metro and the sparkling new "Costanera Norte," a freeway system that passes below downtown and connects the Eastern and Western extremes of the city in 15 minutes. Santiago is headquarters to many important companies and is a regionally important financial centre.

Santiago was founded by Pedro de Valdivia on February 12, 1541 with the name Santiago de Nueva Extremadura. Valdivia chose the location of Santiago because of its moderate climate and the ease with which it could be defended—the Mapocho River splits into two branches and rejoins further downstream, forming an island.

WHAT TO DO

Visit Plaza de Armas and la Cathedral

Go up to Cerro San Cristóbal, where you can have the best view of the city

Visit Concha y Toro, the oldest winery of all South America

VALPARAISO / 3 DAYS

Valparaiso (or Valpo) is the 3rd country’s most densely populated areas. Known fondly as the "Jewel of the Pacific," Valparaíso is located on central Chile’s west coast and is one of the country’s most important ports.

HISTORY

The city was built on at least 42 hills, according to some sources. The actual number is up for debate, but with several dozen hills, expect a lot of walking up and down. However, if you don’t want to spend your time hiking, you can take advantage of the funiculars. Around 30 were built between 1883 and 1916, and lots of them are still in use today. These ascensores, as they are known by the locals, remain a practical way of navigating the city’s slopes. They’ve also became landmarks and tourist attractions in their own right.

WHAT TO DO

STREET ART TOUR - Just like Santiago, Valparaíso has its own open-air museum of street art, in Cerro Bellavista. In fact, Valparaíso is considered one of South America’s graffiti capitals, and many streets are bursting with colors and life thanks to vibrant murals.

PABLO NERUDA HOUSE - Pablo Neruda, who won the Nobel Prize in Literature in 1971, is one of Chile’s most famous poets. His home, La Sebastiana, now houses a museum with collections of paintings, glass, and ships’ figureheads, among other things. Its eclectic decor and the stunning view across the city and down across the bay should be reason enough to visit.

CERRO ALEGRE AND CERRO CONCEPTION - even more street art, caffè and tiny colored houses. These 2 neighborhoods were absolutely my favourite. Here you can find a noce seafood restaurant, Mes Amores, and the oldest ascensor of the city, Ascensor Reina

VINA DEL MAR - also known as the “garden city”, Viña del Mar mesmerizes tourists with its daytime and nighttime activities throughout the year. You can enjoy its beaches, its excellent fish and shellfish based food and of course, the music of local and international artists in the International Song Festival, the most important one in Latin America, during February.

PISCO ELQUI / 3 DAYS

The upper Elqui Valley consists of several villages. They all belong to the municipality of Pahuano. The touristic center is Pisco Elqui.

You will feel impressed by the deep contrast between the arid mountains and the fertile valley under an incredibly blue sky. At night you can watch the espectacular starry skies - due to the clear and dry climate we have the clearest skies in the world (the 3rd cleanest in the World)

Pisco Elqui is also the cradle of the famous Pisco, the national drink of Chile. Elqui Valley is also the birthplace of the Nobel Prize Gabriella Mistral.

WHAT TO DO

Try PISCO and visit one of the local company, we went to Dona Josefa, the best and authentic one in the area (and for free!)

Get a tour for night STARS observation or astro-photography! You can get one directly in Pisco Elqui and the price is always between 15 and 25 pesos. We did our tour with friends.

Explore the valley by bike! It's super fun and it worths the price - we did a 6 hours tour with e-bikes through the whole valley. The cost was 35 pesos pp.

HOW TO GET THERE

Once you arrive in La Serena bus terminal, you get a local bus (via Elqui is the name of the company) and in 2 hours you will arrive in Pisco. The cost of the ticket is between 4 and 7 pesos pp. You dont need to book it in advance. The Last ride is at 18.30.

BAHIA INGLESA / 2 DAYS

There is nothing really to see in Caldera. We got two days to rest a bit. The only thing that worths the visit is Bahia Inglesa.

Located south from Bahía Inglesa, it is known as one of the best beaches in the country. Dive into its turquoise waters and get a tan on its fine white sand. You can find camping spots and some cottages with an amazing ocean view.

Once you are there, you absolutely need to try OSTIONES, fresh and alive seafood 😋

SAN PEDRO DE ATACAMA / 4 DAYS

Large areas of sand that look like a painting. This is just one of the wonders that the Atacama Desert gives us, with a Sea of Dunes (Mar de Dunas) that enchants with its mysterious forms in the most arid place in the world. It's been 400 years that it's Not raining!

Located in the north of Chile, near the city of Copiapó (Atacama region), the area is one of the largest dune fields in the country, with an area of 335 square kilometers. Research suggests that these dunes were created by the strong winds that gathered over the last thousands of years, making these large amounts of sand come together and form a unique spectacle.

WHAT TO DO

You can't miss SANDBOARD, a unique experience at 2700mt. We booked our tour with Sanboardatacama.cl. and it was one of the most difficult but funniest sport!

On our first day we visited VALLE DELLA LUNA by bikes. We needed first to book the tickets for the park online. Then we rented bikes for 8 pesos each and we rode for 35km in the park. it's not the simplest but it's for sure super adventure! You can also enter with car, of you have it, or get a tour with some agency.

The Valley of the Moon is one of the most visited places of San Pedro de Atacama. It is characterized by its enormous dunes, valleys and hills of salt, rock and sand. Valle de la Luna (Moon Valley) and Valle de La Muerte (Death Valley) are located in the Atacama Desert, and they make up an otherwordly landscape with their amazing geological formations, which have been eroded by the passage of time.

Once you are in San Pedro, you need to spendere at least 2/3 days visiting the desert around, about 500km long. You can do it with tours or renting a car.

SAN PEDRO DESERT TOUR STAGES:

CASCADA ESCONDIDA

CACTUS CANYON

MACHUCA where you can see many flamingos

GEISERS EL TATIO at 4500mt.

SALAR DE ATACAMA

LAGUNA CEJAR, a salted lake (like the dead sea)

IMPORTANT INFO

HOW TO MOVE IN CHILE

Best way to move from one place to another is buses: they are cheap and cover long distances even at night

WHAT TO EAT IN CHILE

- EMPANADAS of every kind, fried or in the oven

- CAZOELA with different types of meat

- PEBRE

- SOPA DE MARISCOS

- OSTIONES VIVES

[phantomtutor]

SOLUTION AT Academic Writers Bay Business and Society Stakeholders, Ethics, Public Policy Sixteenth Edition Anne T. Lawrence San José State University James Weber Duquesne University BUSINESS AND SOCIETY: STAKEHOLDERS, ETHICS, PUBLIC POLICY, SIXTEENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2020 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2017, 2014, and 2011. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 LWI 21 20 19 ISBN 978-1-260-04366-2 (bound edition) MHID 1-260-04366-5 (bound edition) ISBN 978-1-260-14049-1 (loose-leaf edition) MHID 1-260-14049-0 (loose-leaf edition) Portfolio Manager: Laura Hurst Spell Marketing Manager: Lisa Granger Content Project Managers: Jeni McAtee, Katie Reuter Buyer: Susan K. Culbertson Design: Jessica Cuevas Content Licensing Specialist: Traci Vaske Cover Image: ©View Apart/Shutterstock Compositor: SPi Global All credits appearing on page or at the end of the book are considered to be an extension of the copyright page. Library of Congress Cataloging-in-Publication Data Names: Lawrence, Anne T., author. | Weber, James (Business ethics professor),   author. Title: Business and society: stakeholders, ethics, public policy / Anne T.    Lawrence, San Jose State University, James Weber, Duquesne University. Description: Sixteenth edition. | New York, NY : McGraw-Hill Education, [2020] Identifiers: LCCN 2018052591 | ISBN 9781260043662 (alk. paper) | ISBN    1260043665 (bound edition) | ISBN 9781260140491 (loose-leaf edition) |    ISBN 1260140490 (loose-leaf edition) Subjects: LCSH: Social responsibility of business. Classification: LCC HD60 .F72 2020 | DDC 658.4/08—dc23 LC record available at https://lccn.loc .gov/2018052591 The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites. mheducation.com/highered About the Authors Anne T. Lawrence San José State University Anne T. Lawrence is professor of management emerita at San José State University. She holds a Ph.D. from the University of California, Berkeley, and completed two years of postdoctoral study at Stanford University. Her articles, cases, and reviews have appeared in many journals, including the Academy of Management Review, Administrative Science Quarterly, Case Research Journal, Journal of Management Education, California Management Review, Business and Society Review, Research in Corporate Social Performance and Policy, and Journal of Corporate Citizenship. Her cases in business and society have been reprinted in many textbooks and anthologies. She has served as guest editor of the Case Research Journal. She served as president of both the North American Case Research Association (NACRA) and of the Western Casewriters Association and is a Fellow of NACRA, from which she received a Distinguished Contributor Award in 2014. She received the Emerson Center Award for Outstanding Case in Business Ethics (2004) and the Curtis E. Tate Award for Outstanding Case of the Year (1998, 2009, and 2015). At San José State University, she was named Outstanding Professor of the Year in 2005. In 2015, she received a Master Teacher in Ethics Award from The Wheatley Institution at Brigham Young University. She currently serves as chair of the board of the Case Research Foundation.

James Weber Duquesne University James Weber is a professor of management and business ethics at Duquesne University, where he also serves as the managing director of the Institute for Ethics in Business. He holds a Ph.D. from the University of Pittsburgh and has taught at the University of San Francisco, University of Pittsburgh, and Marquette University. His areas of interest and research include personal, managerial, and organizational values and cognitive moral ­reasoning. His work has appeared in Organization Science, Human Relations, Business & Society, Journal of Business Ethics, and Business Ethics Quarterly. He received the SIM Sumner Marcus Award for lifetime contribution to the Social Issues in Management division of the Academy of Management in 2013 and the Best Reviewer Award from Business & Society in 2015. He was recognized by the Social Issues in Management division with the Best Paper Award in 1989 and 1994 and received the Best Article Award from the International Association for Business and Society in 1998. He has served as division and program chair of the Social Issues in Management division of the Academy of Management. He has also served as president and program chair of the International Association of Business and Society (IABS). iii Preface In a world economy that is becoming increasingly integrated and interdependent, the relationship between business and society is becoming ever more complex. The globalization of business, the emergence of civil society organizations in many nations, and rapidly changing government regulations and international agreements have significantly altered the job of managers and the nature of strategic decision making within the firm. At no time has business faced greater public scrutiny or more urgent demands to act in an ethical and socially responsible manner than at the present. Consider the following: ∙ The rise of populist and nationalist political leaders in the United States and parts of Europe and the Middle East have led to renewed debates on the proper role of government in regulating business and protecting stakeholders. As environmental, financial, employment, and consumer regulations have been rolled back, particularly in the United States, businesses have had to choose whether to take advantage of loosened rules or to follow a strategy of voluntary corporate responsibility. Long-standing trade relationships have been upended by tariffs and other barriers on imports, helping some businesses and hurting others. Changing immigration policy has required firms to rethink their policies toward their foreign-born workers, including so-called Dreamers brought to the United States illegally as children. In this rapidly changing environment, business firms have been challenged to manage in a way that remains consistent with their values. ∙ A host of new technologies have become part of the everyday lives of billions of the world’s people. Advances in the basic sciences are stimulating extraordinary changes in agriculture, telecommunications, transportation, and pharmaceuticals, which have the potential to enhance peoples’ health and quality of life. Artificial intelligence can be used to drive vehicles, diagnose illnesses, and manage investments. Technology has changed how we interact with others, bringing people closer together through social networking, instant messaging, and photo and video sharing. These innovations hold great promise. But they also raise serious ethical issues, such as those associated with the use of the Internet to exploit or defraud others, censor free expression, or invade individuals’ privacy. Businesses must learn to harness powerful technologies for good, while acting responsibly and ethically toward their many stakeholders. ∙ Businesses in the United States and other nations are transforming the employment relationship, abandoning practices that once provided job security and guaranteed pensions in favor of highly flexible but less secure forms of employment.

The rise of the “gig” economy has transformed many workers into self-employed contractors. Many jobs, including those in the service sector, are being outsourced to the emerging economies of China, India, and other nations. As jobs shift abroad, multinational corporations are challenged to address their obligations to workers in far-flung locations with very different cultures and to respond to initiatives, like the Responsible Business Alliance Code of Conduct, which call for voluntary commitment to enlightened labor standards and human rights. The #MeToo movement has focused a spotlight on sexual harassment and abusive behavior in the workplace, and led to the fall of well-known executives and media personalities and calls for change in workplace culture. ∙ Severe weather events—hurricanes, floods, and wildfires—have urgently focused attention on the human impact on natural systems, prompting both businesses and iv Preface v governments to act. An emerging consensus about the causes and risks of climate change is leading many companies to adopt new practices, and once again the nations of the world have experimented with public policies designed to limit the emissions of greenhouse gases, most notably in the Paris Agreement. Many businesses have cut air pollution, curbed solid waste, and designed products and buildings to be more energy-efficient, saving money in the process. A better understanding of how human activities affect natural resources is producing a growing understanding that economic growth must be achieved in balance with environmental protection if development is to be sustainable. ∙ Many regions of the world and its nations are developing at an extraordinary rate. Yet, the prosperity that accompanies economic growth is not shared equally. Access to health care, adequate nutrition, and education remain unevenly distributed among and within the world’s nations, and inequalities of wealth and income have become greater than they have been in many years. These trends have challenged businesses to consider the impact of their compensation, recruitment, and professional development practices on the persistent—and in some cases, growing—gap between the haves and the have-nots. Big corporate tax cuts in the United States have required companies to decide whether to distribute their windfalls to their executives, shareholders, employees, or customers; to invest in new jobs; or to buy back stock. ∙ The opioid epidemic has focused attention on the role of drug companies, distributors, and pharmacies—as well as government regulators—in contributing to the scourge of addiction, disability, and death caused by narcotics. The continuing pandemic of AIDS in sub-Saharan Africa and the threat of a swine or avian flu, the Zika virus, or another Ebola outbreak have compelled drug makers to rethink both their pricing policies and their research priorities. Many businesses must consider the delicate balance between their intellectual property rights and the urgent demands of public health, particularly in the developing world. ∙ In many nations, legislators have questioned business’s influence on politics. Business has a legitimate role to play in the public policy process, but it has on occasion shaded over into undue influence and even corruption. Technology offers candidates and political parties new ways to reach out and inform potential voters, but it has also created new opportunities for manipulation of the electoral process through deceptive messaging. Businesses the world over are challenged to determine their legitimate scope of influence and how to voice their interests most effectively in the public policy process. The new Sixteenth Edition of Business and Society addresses this complex agenda of issues and their impact on business and its stakeholders. It is designed to be the required textbook in an undergraduate or graduate course in Business and Society; Business, Government, and Society; Social Issues in Management; or the Environment of Business.

It may also be used, in whole or in part, in courses in Business Ethics and Public Affairs Management. This new edition of the text is also appropriate for an undergraduate sociology course that focuses on the role of business in society or on contemporary issues in business. The core argument of Business and Society is that corporations serve a broad public purpose: to create value for society. All companies must make a profit for their owners. Indeed, if they did not, they would not long survive. However, corporations create many other kinds of value as well. They are responsible for professional development for their employees, innovative new products for their customers, and generosity to their communities. They must partner with a wide range of individuals and groups in society to advance collaborative goals. In our view, corporations have multiple obligations, and all stakeholders’ interests must be considered. vi Preface A Tradition of Excellence Since the 1960s, when Professors Keith Davis and Robert Blomstrom wrote the first edition of this book, Business and Society has maintained a position of leadership by discussing central issues of corporate social performance in a form that students and faculty have found engaging and stimulating. The leadership of the two founding authors, and later of Professors William C. Frederick and James E. Post, helped Business and Society to achieve a consistently high standard of quality and market acceptance. Thanks to these authors’ remarkable eye for the emerging issues that shape the organizational, social, and public policy environments in which students will soon live and work, the book has added value to the business education of many thousands of students. Business and Society has continued through several successive author teams to be the market leader in its field. The current authors bring a broad background of business and society research, teaching, consulting, and case development to the ongoing evolution of the text. The new Sixteenth Edition of Business and Society builds on its legacy of market leadership by reexamining such central issues as the role of business in society, the nature of corporate responsibility and global citizenship, business ethics practices, and the complex roles of government and business in a global community. For Instructors For instructors, this textbook offers a complete set of supplements. Instructor Library The Connect Management Instructor Library is a repository for additional resources to improve student engagement in and out of class. The instructor can select and use any asset that enhances their lecture. The Connect Instructor Library includes an extensive instructor’s resource manual—fully revised for this edition—with lecture outlines, discussion case questions and answers, tips from experienced instructors, and extensive case teaching notes. A computerized test bank and power point slides for every chapter are also provided. Preface vii Create With McGraw-Hill Create, create.mheducation.com, the instructor can easily rearrange chapters, combine material from other content sources, and quickly upload self-developed content such as a course syllabus or teaching notes. Content may be drawn from any of the thousands of leading McGraw-Hill textbooks and arranged to fit a specific class or teaching approach. Create even allows an instructor to personalize the book’s appearance by selecting the cover and adding the instructor’s name, school, and course information and to select a print or eBook format. For Students Business and Society has long been popular with students because of its lively writing, up-to-date examples, and clear explanations of theory. This textbook has benefited greatly from feedback over the years from thousands of students who have used the material in the authors’ own classrooms. Its strengths are in many ways a testimony to the students who have used earlier generations of Business and Society. The new Sixteenth Edition of the text is designed to be as student-friendly as always.

Each chapter opens with a list of key learning objectives to help focus student reading and study. Numerous figures, exhibits, and real-world business examples (set as blocks of colored type) illustrate and elaborate the main points. A glossary at the end of the book provides definitions for bold-faced and other important terms. Internet references and a full section-by-section bibliography guide students who wish to do further research on topics of their choice, and subject and name indexes help students locate items in the book. Students—study more efficiently, retain more and achieve better outcomes. Instructors—focus on what you love—teaching. SUCCESSFUL SEMESTERS INCLUDE CONNECT For Instructors You’re in the driver’s seat. Want to build your own course? No problem. Prefer to use our turnkey, prebuilt course? Easy. Want to make changes throughout the semester? Sure. And you’ll save time with Connect’s auto-grading too. 65% Less Time Grading They’ll thank you for it. Adaptive study resources like SmartBook® help your students be better prepared in less time. You can transform your class time from dull definitions to dynamic debates. Hear from your peers about the benefits of Connect at www.mheducation.com/highered/connect Make it simple, make it affordable. Connect makes it easy with seamless integration using any of the major Learning Management Systems—Blackboard®, Canvas, and D2L, among others—to let you organize your course in one convenient location. Give your students access to digital materials at a discount with our inclusive access program. Ask your McGraw-Hill representative for more information. ©Hill Street Studios/Tobin Rogers/Blend Images LLC Solutions for your challenges. A product isn’t a solution. Real solutions are affordable, reliable, and come with training and ongoing support when you need it and how you want it. Our Customer Experience Group can also help you troubleshoot tech problems—although Connect’s 99% uptime means you might not need to call them. See for yourself at status.mheducation.com For Students Effective, efficient studying. Connect helps you be more productive with your study time and get better grades using tools like SmartBook, which highlights key concepts and creates a personalized study plan. Connect sets you up for success, so you walk into class with confidence and walk out with better grades. I really liked this app it “ made it easy to study when — you don’t have your textbook in front of you. ” – Jordan Cunningham, Eastern Washington University ©Shutterstock/wavebreakmedia Study anytime, anywhere. Download the free ReadAnywhere app and access your online eBook when it’s convenient, even if you’re offline. And since the app automatically syncs with your eBook in Connect, all of your notes are available every time you open it. Find out more at www.mheducation.com/readanywhere No surprises. The Connect Calendar and Reports tools keep you on track with the work you need to get done and your assignment scores. Life gets busy; Connect tools help you keep learning through it all. 13 14 Chapter 12 Quiz Chapter 11 Quiz Chapter 13 Evidence of Evolution Chapter 11 DNA Technology Chapter 7 Quiz Chapter 7 DNA Structure and Gene… and 7 more… Learning for everyone. McGraw-Hill works directly with Accessibility Services Departments and faculty to meet the learning needs of all students. Please contact your Accessibility Services office and ask them to email [email protected], or visit www.mheducation.com/about/accessibility.html for more information. x Preface New for the Sixteenth Edition Over the years, the issues addressed by Business and Society have changed as the environment of business itself has been transformed. This Sixteenth Edition is no exception, as readers will discover. Some issues have become less compelling and others have taken their place on the business agenda, while others have endured through the years. The Sixteenth Edition has been thoroughly revised and updated to reflect the latest theoretical work in the field and statistical data, as well as recent events.

Among the new additions are: ∙ New discussion of theoretical advances in stakeholder theory, corporate citizenship, public affairs management, public and private regulation, corporate governance, social and environmental auditing, social investing, reputation management, business partnerships, supply chain codes of conduct, social entrepreneurship, and corporate philanthropy. ∙ Treatment of practical issues, such as social networking, artificial intelligence and robotics, gender diversity, political advertising and campaign contributions, public and media relations, well as the latest developments in the regulatory environment in which businesses operate. ∙ New discussion cases and full-length cases on such timely topics as the role of business in the unfolding opioid crisis, Wells Fargo’s unauthorized consumer accounts, the Volkswagen diesel emissions scandal, the aftermath of the BP disaster in the Gulf of Mexico, the massive Equifax data breach, the consumer boycott of Stoli vodka, the business response to the movement for school safety, LaFarge’s dealings in the Syrian war zone, the potential regulation of Facebook in the United States and Europe, political action by the U.S. steel industry on the issue of tariffs, the rise of autonomous vehicles, law enforcement access to mobile phone data, executive misconduct at Wynn Resorts, business response to the threat to “Dreamers,” IKEA’s sustainable supply chain, Salesforce’s integrated philanthropy, and social media criticism of United Airlines. Finally, this is a book with a vision. It is not simply a compendium of information and ideas. The new edition of Business and Society articulates the view that in a global community, where traditional buffers no longer protect business from external change, managers can create strategies that integrate stakeholder interests, respect personal values, support community development, and are implemented fairly. Most important, businesses can achieve these goals while also being economically successful. Indeed, this may be the only way to achieve economic success over the long term. Anne T. Lawrence James Weber Acknowledgments We are grateful for the assistance of many colleagues at universities in the United States and abroad who over the years have helped shape this book with their excellent suggestions and ideas. We also note the feedback from students in our classes and at other colleges and universities that has helped make this book as user-friendly as possible. We especially wish to thank two esteemed colleagues who made special contributions to this edition. David M. Wasieleski, professor of management and business ethics at Duquesne University, led the revisions of Chapters 5 and 6, to which he contributed his knowledge of ethics theory and organizational practice. Vanessa D. Hill, associate professor of management at the University of Louisiana at Lafayette, generously shared with us her expertise on the employment relationship and workplace diversity and inclusion. She was the lead author of Chapters 15 and 16, which have greatly benefited from her insights. For these contributions, we are most grateful. We also wish to express our appreciation for the colleagues who provided detailed reviews for this edition. These reviewers were Hossein Bidgoli, California State University, Bakersfield; Ryan Fehr, Foster School of Business, University of Washington, Seattle; Scott Jeffrey, Monmouth University; Eun-Hee Kim, Gabelli School of Business, Fordham University; Jet Mboga, William Paterson University; Stephen P. Preacher, Southern Wesleyan University; and A. J. Stagliano, Saint Joseph’s University. Their insights helped guide our revision. Thanks are also due Daniel Jacobs of Loyola Marymount University; Samir Kumar Barua of the Indian Institute of Management Ahmedabad and Mahendra R. Gurarathi of Bentley University; Grishma Shah, Janet Rovenpor, and Musa Jafar of Manhattan College; Robyn Linde of Rhode Island College and H. Richard Eisenbeis of the University of Southern Colorado Pueblo (retired); Cynthia E.

Clark of Bentley University; and Debra M. Staab, a freelance writer and researcher, who contributed cases to this edition. We are grateful to several individuals have made specific research contributions to this project. Denise Kleinrichert, of the Center for Ethical and Sustainable Business Management at San Francisco State University, provided new material on B Corporations and social entrepreneurship for Chapter 3, which we appreciate. Natalie Hanna and Kelsey Aemi of Duquesne University provided able research assistance. Thanks are due also to Carolyn Roose Eagle, Ben Eagle, and Nate Marsh for research support. Emily Marsh, of Colorbox Industries, provided graphic design services. Debra M. Staab, in addition to authoring a case, provided research assistance and undertook the complex task of preparing the instructor’s resource manual, test bank, and other ancillary materials. Her contributions have been invaluable. In addition, we are grateful to the many colleagues who over the years have generously shared with us their insights into the theory and pedagogy of business and society. In particular, we would like to thank Cynthia E. Clark and Jill Brown of Bentley University; Shawn Berman, Harry J. Van Buren III, Natalia Vidal, and Garima Sharma of the University of New Mexico; Anke Arnaud of Embry Riddle Aeronautical University; Jennifer J. Griffin of Loyola University of Chicago; Ronald M. Roman, Asbjorn Osland, Thomas Altura, and Matthew Maguire of San José State University; Heather Elms of American University; Joseph A. Petrick of Wright State University; Kathleen xi xii Acknowledgments Rehbein of Marquette University; Judith Schrempf-Stirling of the University of Geneva; Michelle Westermann-Behaylo of the University of Amsterdam; Diane Swanson and Bernie Hayen of Kansas State University; Cynthia M. Orms of Georgia College & State University; Ali Al-Kazemi of Kuwait University; Sandra Waddock of Boston College; Mary C. Gentile of the University of Virginia Darden School of Business; Michael E. Johnson-Cramer and Jamie Hendry of Bucknell University; John Mahon and Stephanie Welcomer of the University of Maine; Bradley Agle of Brigham Young University; Gina Vega of Merrimack College; Craig Dunn and Brian Burton of Western Washington University; Lori V. Ryan of San Diego State University; Bryan W. Husted of EGADE Business School Monterrey; Sharon Livesey of Fordham University; Barry Mitnick of the University of Pittsburgh; Virginia Gerde of Furman University; Matthew Drake of Duquesne University; Robbin Derry of the University of Lethbridge; Jerry Calton of the University of Hawaii-Hilo; Linda Klebe Treviño of Pennsylvania State University; Mary Meisenhelter of York College of Pennsylvania; Amy Hillman and Gerald Keim of Arizona State University; Barbara Altman of Texas A&M University Central Texas; Randall Harris of Texas A&M University Corpus Christi; Richard Wokutch of Virginia Tech University; Dawn Elm of University of St. Thomas; Lynda Brown of the University of Montana; Kathleen A. Getz of Loyola University – Maryland; Gordon P. Rands of Western Illinois University; Paul S. Adler of the University of Southern California; Linda C. Rodriguez of the University of South Carolina Aiken; Emmanuel Raufflet of HEC Montreal; Bruce Paton of Menlo College; Smita Trivedi, Tom E. Thomas, Geoffrey Desa, and Murray Silverman (retired), of San Francisco State University; Jacob Park of Green Mountain College; Armand Gilinsky of Sonoma State University; and Tara Ceranic Salinas of the University of San Diego. These scholars’ dedication to the creative teaching of business and society has been a continuing inspiration to us. We wish to express our appreciation to James E. Post, a former author of this book, who has continued to offer valuable intellectual guidance to this project. We also wish to note, with sadness and gratitude, the passing of our mentor and a former author of this book, William C. Frederick, in 2018. His ideas live on in this book.

We continue to be grateful to the excellent editorial and production team at McGrawHill. We offer special thanks to Laura Hurst Spell, our associate portfolio manager, for her skillful leadership of this project. We also wish to recognize the able assistance of Marla Sussman, executive editor, and of Jeni McAtee, content project manager, whose ability to keep us on track and on time has been critical. Lisa Granger headed the excellent marketing team. Katie Reuter, content project manager (assessment); Susan K. Culbertson, buyer; Richard Wright, copy editor; Traci Vaske, content licensing specialist; and Jessica Cuevas, who designed the book cover, also played key roles. Each of these people has provided professional contributions that we deeply value and appreciate. As always, we are profoundly grateful for the ongoing support of our spouses, Paul Roose and Sharon Green. Anne T. Lawrence James Weber Brief Contents PART ONE Business in Society 14. Consumer Protection 1 1. The Corporation and Its Stakeholders 2 2. Managing Public Issues and Stakeholder Relationships 25 3. Corporate Social Responsibility and Citizenship 47 4. Business in a Globalized World 71 15. Employees and the Corporation 327 16. Managing a Diverse Workforce 350 17. Business and Its Suppliers 374 18. The Community and the Corporation 396 19. Managing the Public and the Corporate Reputation 419 CASES IN BUSINESS AND SOCIETY 441 PART TWO Business and Ethics 93 5. Ethics and Ethical Reasoning 94 6. Organizational Ethics 115 PART THREE Business and Public Policy 137 7. Business–Government Relations 138 8. Influencing the Political Environment 161 1. Profiting from Pain: Business and the U.S. Opioid Epidemic 442 2. Wells Fargo’s Unauthorized Customer Accounts 453 3. The Carlson Company and Protecting Children in the Global Tourism Industry 462 4. BP Blowout: The Aftermath of the Gulf Oil Disaster 471 5. Google and the Right to Be Forgotten 480 PART FOUR Business and the Natural Environment 187 9. Sustainable Development and Global Business 188 10. Managing for Sustainability 211 6. General Motors and the Ignition Switch Recalls 490 7. The Upper Big Branch Mine Disaster 500 8. After Rana Plaza 510 9. The Boycott of Stoli Vodka PART FIVE Business and Technology 237 11. The Role of Technology 305 238 12. Regulating and Managing Technology 261 PART SIX Business and Its Stakeholders 281 13. Shareholder Rights and Corporate Governance 282 GLOSSARY 521 529 BIBLIOGRAPHY 542 INDEXES Name Subject 547 550 xiii Contents Stakeholder Dialogue PART ONE BUSINESS IN SOCIETY 1 CHAPTER 1 The Corporation and Its Stakeholders Business and Society 5 The Stakeholder Theory of the Firm The Stakeholder Concept 8 Different Kinds of Stakeholders Stakeholder Analysis 2 4 A Systems Perspective 6 11 Corporate Power and Responsibility 49 Corporate Social Responsibility and Citizenship The Origins of Corporate Social Responsibility The Corporation’s Boundary-Spanning Departments 19 The Dynamic Environment of Business 20 Creating Value in a Dynamic Environment 22 Summary 22 Key Terms 23 Internet Resources 23 Discussion Case: Insuring Uber’s App-On Gap 23 CHAPTER 2 Managing Public Issues and Stakeholder Relationships 25 28 Competitive Intelligence 31 Stakeholder Materiality 32 The Issue Management Process 33 Organizing for Effective Issue Management Stakeholder Engagement 38 51 51 Balancing Social, Economic, and Legal Responsibilities 53 The Corporate Social Responsibility Question 53 Support for Corporate Social Responsibility 53 Concerns about Corporate Social Responsibility 57 Social Entrepreneurs and B Corporations 59 Management Systems for Corporate Social Responsibility and Citizenship 60 Stages of Corporate Citizenship 62 Assessing and Reporting Social Performance 64 Social Audit Standards Social Reporting 65 65 Summary 67 Key Terms 68 Internet Resources 68 Discussion Case: Corporate Social Responsibility at Gravity Payments 69 CHAPTER 4 Business in a Globalized World 71 Identify Issue 33 Analyze

Issue 34 Generate Options 35 Take Action 35 Evaluate Results 35 The Process of Globalization 36 Stages in the Business–Stakeholder Relationship 38 Drivers of Stakeholder Engagement 39 The Role of Social Media in Stakeholder Engagement 40 xiv 42 Summary 43 Key Terms 44 Internet Resources 44 Discussion Case: Businesses Respond to the Movement for School Safety 44 CHAPTER 3 Corporate Social Responsibility and Citizenship 47 9 Stakeholder Interests 12 Stakeholder Power 13 Stakeholder Coalitions 15 Stakeholder Mapping 16 Public Issues 26 Environmental Analysis 41 Stakeholder Networks 41 The Benefits of Engagement 72 Major Multinational Enterprises 73 International Financial and Trade Institutions The Benefits and Costs of Globalization 75 78 Benefits of Globalization 78 Costs of Globalization 79 Doing Business in a Diverse World 81 Comparative Political and Economic Systems 82 Contents xv Global Inequality and the Bottom of the Pyramid 84 Information Technology Ethics Supply Chain Ethics 122 Collaborative Partnerships for Global Problem Solving 86 A Three-Sector World Making Ethics Work in Corporations Ethics in a Global Economy 90 CHAPTER 7 Business–Government Relations 138 95 How Business and Government Relate 97 101 Personal Gain and Selfish Interest 101 Competitive Pressures on Profits 102 Conflicts of Interest 102 Cross-Cultural Contradictions 102 The Core Elements of Ethical Character 103 106 Virtue Ethics: Pursuing a “Good” Life 107 Utility: Comparing Benefits and Costs 108 Rights: Determining and Protecting Entitlements 109 Justice: Is It Fair? 110 Applying Ethical Reasoning to Business Activities 110 The Moral Intensity of an Ethical Issue 111 Summary 112 Key Terms 112 Internet Resources 113 Discussion Case: LafargeHolcim and ISIS in Syria 113 CHAPTER 6 Organizational Ethics 141 Elements of Public Policy 142 Types of Public Policy 145 Government Regulation of Business 147 Market Failure 147 Negative Externalities 148 Natural Monopolies 148 Ethical Arguments 148 Types of Regulation 149 The Effects of Regulation 154 Regulation in a Global Context 156 Summary 157 Key Terms 157 Internet Resources 157 Discussion Case: Should Facebook Be Regulated? 158 CHAPTER 8 Influencing the Political Environment 161 Participants in the Political Environment 115 Corporate Ethical Climates 116 Business Ethics across Organizational Functions 118 Accounting Ethics 118 Financial Ethics 119 Marketing Ethics 120 139 Seeking a Collaborative Partnership 139 Working in Opposition to Government 140 Legitimacy Issues 141 Government’s Public Policy Role Managers’ Values 103 Spirituality in the Workplace 104 Managers’ Moral Development 105 Analyzing Ethical Problems in Business 133 BUSINESS AND PUBLIC POLICY 137 CHAPTER 5 Ethics and Ethical Reasoning 94 Why Ethical Problems Occur in Business 130 Summary 132 Key Terms 133 Internet Resources 133 Discussion Case: Equifax’s Data Breach PART THREE BUSINESS AND ETHICS 93 What Is Business Ethics? 96 Why Should Business Be Ethical? 123 129 Efforts to Curtail Unethical Practices PART TWO The Meaning of Ethics 123 Building Ethical Safeguards into the Company 87 Summary 89 Key Terms 89 Internet Resources 89 Discussion Case: Intel and Conflict Minerals 121 Business as a Political Participant 163 163 Influencing the Business–Government Relationship 164 Corporate Political Strategy Political Action Tactics 164 165 Promoting an Information Strategy 166 Promoting a Financial-Incentive Strategy 170 Promoting a Constituency-Building Strategy 175 xvi Contents Levels of Political Involvement 178 Managing the Political Environment 179 Business Political Action: A Global Challenge 180 Summary 182 Key Terms 183 Internet Resources 183 Discussion Case: Political Action by the U.S. Steel Industry, 2015–2018 183 BUSINESS AND THE NATURAL ENVIRONMENT 187 CHAPTER 9 Sustainable Development and Global Business 188 Cost Savings 229 Brand Differentiation 229 Technological Innovation 230 Reduction of Regulatory and Liability Risk Strategic

Planning 231 231 BUSINESS AND TECHNOLOGY 237 CHAPTER 11 The Role of Technology 238 Sustainable Development 190 Threats to the Earth’s Ecosystem 191 Forces of Change 192 The Earth’s Carrying Capacity 194 Technology Defined 239 Phases of Technology in Society 240 The Role of Technology in Our Daily Lives 196 241 The Presence of the Internet 241 Unwanted Technology Threats 243 Climate Change 196 Ozone Depletion 199 Resource Scarcity: Water and Land 199 Decline of Biodiversity 201 Threats to Marine Ecosystems 202 Public Access to and Use of Technology 245 The Digital Divide in the United States and Worldwide 245 Mobile Telephones 246 Social Networking 248 Response of the International Business Community 203 Summary 207 Key Terms 208 Internet Resources 208 Discussion Case: Clean Cooking Sustainability Management as a Competitive Advantage 228 PART FIVE Business and Society in the Natural Environment 190 Codes of Environmental Conduct 227 Summary 233 Key Terms 233 Internet Resources 234 Discussion Case: Hydraulic Fracturing—Can the Environmental Impacts Be Reduced? 234 PART FOUR Global Environmental Issues Environmental Auditing and Reporting Environmental Partnerships 228 Ethical Challenges Involving Technology 206 250 The Loss of Privacy 250 Free Speech Issues 251 Government Censorship of Free Speech 252 The Impact of Scientific Breakthroughs 253 208 CHAPTER 10 Managing for Sustainability Genetically Engineered Foods 253 Sequencing of the Human Genome 255 Biotechnology and Stem Cell Research 256 Medical Breakthroughs 256 211 Role of Government 213 Major Areas of Environmental Regulation Alternative Policy Approaches 218 213 Costs and Benefits of Environmental Regulation 222 Managing for Sustainability 224 Stages of Corporate Environmental Responsibility 224 The Ecologically Sustainable Organization Sustainability Management in Practice 225 225 Summary 258 Key Terms 258 Internet Resources 258 Discussion Case: To Lock or Unlock Your Phone: Personal Privacy or National Security 259 CHAPTER 12 Regulating and Managing Technology 261 Government Regulation of Technology 262 Contents xvii The Role of Technology in Business 264 Access to Stakeholders’ Personal Information E-Business 266 265 The Use of Robots and Artificial Intelligence at Work 267 The Chief Information, Security, Technology Officer 269 Cybercrime: A Threat to Organizations and the Public 271 Exploring Why Hackers Hack Costs of Cybercrime 272 271 Business Responses to Invasions of Information Security 274 Government Efforts to Combat Cybercrime 275 Summary 276 Key Terms 277 Internet Resources 277 Discussion Case: The Arrival of Autonomous Cars—Bright Future or Looming Threat? 278 BUSINESS AND ITS STAKEHOLDERS 281 CHAPTER 13 Shareholder Rights and Corporate Governance 282 Corporate Governance 286 289 Special Issue: Executive Compensation Shareholder Activism 295 The Rise of Institutional Investors Social Investment 297 Shareholder Lawsuits 298 291 296 Government Protection of Shareholder Interests 299 Securities and Exchange Commission 299 Information Transparency and Disclosure 299 Insider Trading 300 Shareholders and the Corporation Summary 302 Key Terms 302 Internet Resources 303 301 The Rights of Consumers 307 Self-Advocacy for Consumer Interests 308 How Government Protects Consumers 309 Goals of Consumer Laws 309 Major Consumer Protection Agencies 311 Consumer Privacy in the Digital Age 314 Using the Courts and Product Liability Laws 316 Strict Liability 317 Product Liability Reform and Alternative Dispute Resolution 317 Positive Business Responses to Consumerism 320 Managing for Quality 320 Voluntary Industry Codes of Conduct 321 Consumer Affairs Departments 322 Product Recalls 322 The Employment Relationship Workplace Rights 330 287 The Board of Directors 287 Principles of Good Governance 305 CHAPTER 15 Employees and the Corporation 283 Who Are Shareholders? 284 Objectives of Stock Ownership 285 Shareholders’ Legal Rights and Safeguards CHAPTER 14 Consumer Protection

Consumerism’s Achievements 323 Summary 323 Key Terms 324 Internet Resources 324 Discussion Case: Volkswagen’s “Clean Diesel” Campaign 324 PART SIX Shareholders Around the World Discussion Case: Corporate Governance and Executive Misconduct at Wynn Resorts 303 327 329 The Right to Organize and Bargain Collectively 330 The Right to a Safe and Healthy Workplace 333 Job Security and the Right to Due Process 334 Fair Wages and Income Inequality 337 The Right to Privacy in the Workplace 339 Electronic Monitoring 340 Romance in the Workplace 341 Employee Drug Use and Testing 342 Alcohol Abuse at Work 343 Employee Theft and Honesty Testing 344 The Right to Blow the Whistle and Free Speech in the Workplace 345 Summary 347 Key Terms 347 Internet Resources 347 Discussion Case: The Ugly Side of Beautiful Nails 348 xviii Contents CHAPTER 16 Managing a Diverse Workforce Community Relations 350 The Changing Face of the Workforce 351 Gender and Race in the Workplace 353 Women and Minorities at Work 353 The Gender and Racial Pay Gap 354 Where Women and Persons of Color Manage 356 Breaking the Glass Ceiling 356 Women and Minority Business Ownership 359 Government’s Role in Securing Equal Employment Opportunity 360 Equal Employment Opportunity 360 Affirmative Action 361 Sexual and Racial Harassment 362 What Business Can Do: Diversity and Inclusion Policies and Practices 364 Balancing Work and Life 367 Child Care and Elder Care 367 Work Flexibility 368 Summary 370 Key Terms 371 Internet Resources 371 Discussion Case: Apple and the Dreamers 401 Economic Development 401 Housing 402 Aid to Minority, Women, and Disabled Veteran-Owned Enterprises 402 Disaster, Terrorism, and War Relief 403 Corporate Giving 403 Forms of Corporate Giving 407 Priorities in Corporate Giving 409 Corporate Giving in a Strategic Context 410 Measuring the Return on Social Investment 412 Building Collaborative Partnerships 414 Summary 415 Key Terms 415 Internet Resources 416 Discussion Case: Salesforce’s 1 1 1 Integrated Philanthropy Model 416 CHAPTER 19 Managing the Public and the Corporate Reputation 419 The General Public 420 What Is Reputation? 421 371 Why Does Reputation Matter? 422 CHAPTER 17 Business and Its Suppliers 374 The Public Relations Department 424 Suppliers 376 Social, Ethical, and Environmental Issues in Global Supply Chains 378 Brand Management 426 Crisis Management 427 Engaging Key Stakeholders with Specific Tactics 430 Public Relations in the Internet and Social Media Age 424 Social Issues 379 Ethical Issues 380 Environmental Issues 382 Supply Chain Risk 383 Executive Visibility 431 User-Generated Content 433 Paid Content 434 Event Sponsorship 434 Public Service Announcements Image Advertisements 436 Private Regulation of the Business–Supplier Relationship 384 Supply Chain Auditing 387 436 Supplier Development and Capability Building 389 Summary 392 Key Terms 393 Internet Resources 393 Discussion Case: IKEA’s Sustainable Cotton Supply Chain 393 Summary 438 Key Terms 438 Internet Resources 438 Discussion Case: United Airlines—Navigating a Social Media Storm 439 CHAPTER 18 The Community and the Corporation 1. Profiting from Pain: Business and the U.S. Opioid Epidemic 442 The Business–Community Relationship 396 398 The Business Case for Community Involvement 399 CASES IN BUSINESS AND SOCIETY 441 2. Wells Fargo’s Unauthorized Customer Accounts 453 Contents xix 3. The Carlson Company and Protecting Children in the Global Tourism Industry 462 4. BP Blowout: The Aftermath of the Gulf Oil Disaster 471 5. Google and the Right to Be Forgotten 480 6. General Motors and the Ignition Switch Recalls 490 7. The Upper Big Branch Mine Disaster 500 8. After Rana Plaza 510 9. The Boycott of Stoli Vodka 521 Glossary 529 Bibliography 542 Indexes Name 547 Subject 550 P A R T O N E Business in Society C H A P T E R O N E The Corporation and Its Stakeholders Business corporations have complex relationships with many individuals and organizations in society. The term stakeholder refers to all those that affect, or are affected by, the actions of the firm.

An important part of management’s role is to identify a firm’s relevant stakeholders and understand the nature of their interests, power, and alliances with one another. Building positive and mutually beneficial relationships across organizational boundaries can help enhance a company’s reputation and address critical social and ethical challenges. In a world of fast-paced globalization, shifting public expectations and government policies, growing ecological concerns, and new technologies, managers face the difficult challenge of achieving economic results while simultaneously creating value for all of their diverse stakeholders. This Chapter Focuses on These Key Learning Objectives: LO 1-1 Understanding the relationship between business and society and the ways in which business and society are part of an interactive system. LO 1-2 Considering the purpose of the modern corporation. LO 1-3 Knowing what a stakeholder is and who a corporation’s market and nonmarket and internal and external stakeholders are. LO 1-4 Conducting a stakeholder analysis and understanding the basis of stakeholder interests and power. LO 1-5 Recognizing the diverse ways in which modern corporations organize internally to interact with various stakeholders. LO 1-6 Analyzing the forces of change that continually reshape the business and society relationship. 2 Chapter 1 The Corporation and Its Stakeholders 3 Amazon—which some have called the “Earth’s biggest store”—is an important part of many of our lives. We browse on Amazon, watch on Amazon, and buy on Amazon. We freely disclose to Amazon our wishes, interests, and willingness to pay. You may well have purchased or rented this textbook from Amazon. In 2018, Amazon was the largest Internet retailer in the world, measured both by annual revenue ($178 billion) and market capitalization (more than $800 billion). It was the second largest private employer in the United States (after Walmart), with more than 540,000 employees (not counting the additional 120,000 or so temporary workers the company brought on each year during the busy holiday season).1 From its start in 1994 as a scrappy Seattle start-up selling books online, Amazon had grown at an astonishing pace; in 2017, Amazon was responsible for fully 70 percent of all growth in U.S. online commerce.2 By 2018, the company’s founder and CEO, Jeff Bezos, had become the world’s richest person, with a net worth greater than $100 billion.3 Shareholders in the company had been richly rewarded; in early 2018, the price of Amazon’s stock was more than 12 times higher than it had been a decade earlier. The company was enormously popular with consumers, who turned to Amazon for one-click convenience, free and speedy delivery, and the ability to compare a seemingly endless assortment of products on the basis of price and reviews. Small businesses affiliated with Amazon Marketplace were able to tap into the company’s global e-commerce platform and unrivaled logistics to reach customers they never could have reached before. No doubt, many had benefited from Amazon’s success. Yet the company had also become the target of criticism from many quarters, charged with destroying brick-and-mortar businesses, relentlessly driving their own employees, unfairly besting competitors, and pressuring communities for concessions. Consider that: ∙ Much of Amazon’s success had come at the expense of brick-and-mortar stores. Iconic retailers—such as Macy’s, JCPenney, and Target—had shed thousands of jobs as Amazon attracted ever-larger slices of consumer spending. A leading economist calculated that the rise of online commerce had caused the cumulative loss of 1.2 million retailing jobs—positions such as cashiers, salespeople, and stock clerks—in the United States.4 Many of these jobs were held by women and minorities (who made up 60 percent and 40 percent, respectively, of department store employees).5 Traditional retailing, concluded Scott Galloway, the author of The Four: The Hidden

DNA of Amazon, Apple, Facebook, and Google, had been “ravaged and depopulated by a single player”—Amazon.6 ∙ Amazon’s own employees, by some accounts, were subject to an unusually punishing work culture. An investigative report by The New York Times, based on interviews with more than 100 current and former white-collar employees, found a pattern of setting “unreasonably high” performance standards, continually monitoring performance, and weeding out employees in a “rank and yank” system that one called “purposeful Darwinism.” Turnover rates were among the highest in the Fortune 500. Said one former marketer, “Amazon is where overachievers go to feel bad about themselves.”7 1 “Amazon Is Now the Size of a Small Country,” Business Insider, January 16, 2018. “U.S. E-Commerce Sales Grow 16.0% in 2017,” Internet Retailer, at www.digitalcommerce360.com, February 16, 2018. 3 “Jeff Bezos Is Now the Richest Person in History,” http://money.cnn.com, January 9, 2018. 4 Michael Feroli, chief U.S. economist at J.P. Morgan, cited in “Amazon to Add 100,000 Jobs as Brick-and-Mortar Retail Crumbles,” The New York Times, January 12, 2017. 5 “The Silent Crisis of Retail Employment,” The Atlantic, April 18, 2017, and “Decline in Retail Jobs Felt Entirely by Women,” Institute for Women’s Policy Research, December 2017. 6 Scott Galloway, The Four: Scott Galloway, The Four: The Hidden DNA of Amazon, Apple, Facebook, and Google (New York: Penguin, 2017), Chapter 2. 7 “Inside Amazon: Wrestling Big Ideas in a Bruising Workplace,” The New York Times, August 15, 2015. 2 4 Part One Business in Society ∙ Amazon’s control of both online and voice-activated search gave it powerful advantages— leading to what some saw as unfair competition. One study found that under some conditions, products displayed under “customers who bought this item also bought” were dominated by Amazon’s own private-label brands.8 Alexa, Amazon’s voice-activated virtual assistant on Echo and other digital devices, also gave the company an edge. The consulting firm Bain & Company found that Alexa’s recommendations were biased toward “Amazon’s Choice” and the company’s own private-label products (after products the customer had previously ordered). “The ‘endless aisle’ just got a lot smaller,” Bain concluded.9 ∙ In 2017, Amazon announced it would invest $5 billion to open a second North American headquarters outside Seattle, promising to create 50,000 new jobs paying $100,000 or more. This was a tantalizing prospect, and 238 cities and regions submitted proposals, with at least six offering financial incentives of $1 billion or more. Some public officials thought this was well worth it, but others thought taxpayer money should not be used to subsidize such a successful company. “Blindly giving away the farm isn’t our style,” said the mayor of San Antonio, Texas, which dropped out of the race.10 Amazon’s experience illustrates, on a particularly large scale, the challenges of managing successfully in a complex network of stakeholders. The company’s actions affected not only itself, but also many other people, groups, and organizations in society. Customers, employees, business partners and suppliers, competitors, shareholders, creditors, governments, and local communities all had a stake in Amazon’s decisions. Every modern company, whether small or large, is part of a vast global business system. Whether a firm has 50 employees or, like Amazon, more than half a million—its links to customers, suppliers, employees, and communities are certain to be numerous, diverse, and vital to its success. This is why the relationship between business and society is important for you to understand as both a citizen and a manager. Business and Society Business today is arguably the most dominant institution in the world. The term business refers here to any organization that is engaged in making a product or providing a service for a profit. Consider that in the United States today there are 6 million businesses,

according to government estimates, and in the world as a whole, there are uncounted millions more. Of course, these businesses vary greatly in size and impact. They range from a woman who helps support her family by selling handmade tortillas by the side of the road in Mexico City for a few pesos, to ExxonMobil, a huge corporation that employs almost 75,000 workers and earns annual revenues approaching $237 billion in almost every nation in the world. Society, in its broadest sense, refers to human beings and to the social structures they collectively create. In a more specific sense, the term is used to refer to segments of humankind, such as members of a particular community, nation, or interest group. As a set of organizations created by humans, business is clearly a part of society. At the same time, it is also a distinct entity, separated from the rest of society by clear boundaries. Business 8 “The Antitrust Case Against Facebook, Google, and Amazon,” The Wall Street Journal, January 16, 2018, and “How Amazon Steers Shoppers to Its Own Products,” The Wall Street Journal, June 23, 2018; see also Galloway, op. cit. 9 “Dreaming of an Amazon Christmas?” Bain & Company, November 9, 2017. 10 “Amazon Just Revealed the Top Cities for HQ2—Here Are the Ones Throwing Hundreds of Millions to Land It,” Business Insider, January 18, 2018, and “As Cities Woo Amazon to Build Second Headquarters, Incentives Are Key,” The Wall Street Journal, October 19, 2017. Chapter 1 The Corporation and Its Stakeholders 5 FIGURE 1.1 Business and Society: An Interactive System Society Business is engaged in ongoing exchanges with its external environment across these dividing lines. For example, businesses recruit workers, buy supplies, and borrow money; they also sell products, donate time, and pay taxes. This book is broadly concerned with the relationship between business and society. A simple diagram of the relationship between the two appears in Figure 1.1. As the Amazon example that opened this chapter illustrates, business and society are highly interdependent. Business activities impact other activities in society, and actions by various social actors and governments continuously affect business. To manage these interdependencies, managers need an understanding of their company’s key relationships and how the social and economic system of which they are a part affects, and is affected by, their decisions. A Systems Perspective General systems theory, first introduced in the 1940s, argues that all organisms are open to, and interact with, their external environments. Although most organisms have clear boundaries, they cannot be understood in isolation, but only in relationship to their surroundings. This simple but powerful idea can be applied to many disciplines. For example, in botany, the growth of a plant cannot be explained without reference to soil, light, oxygen, moisture, and other characteristics of its environment. As applied to management theory, the systems concept implies that business firms (social organisms) are embedded in a broader social structure (external environment) with which they constantly interact. Corporations have ongoing boundary exchanges with customers, governments, competitors, suppliers, communities, and many other individuals and groups. Just as good soil, water, and light help a plant grow, positive interactions with society benefit a business firm. Like biological organisms, moreover, businesses must adapt to changes in the environment. Plants growing in low-moisture environments must develop survival strategies, like the cactus that evolves to store water in its leaves. Similarly, a telecommunications company in a newly deregulated market must learn to compete by changing the products and services it offers. The key to business survival is often this ability to adapt effectively to changing conditions. In business, systems theory provides a powerful tool to help managers conceptualize the relationship between their companies and their external environments.

6 Part One Business in Society Systems theory helps us understand how business and society, taken together, form an interactive social system. Each needs the other, and each influences the other. They are entwined so completely that any action taken by one will surely affect the other. They are both separate and connected. Business is part of society, and society penetrates far and often into business decisions. In a world where global communication is rapidly expanding, the connections are closer than ever before. Throughout this book we discuss examples of organizations and people that are grappling with the challenges of, and helping to shape, business–society relationships. The Stakeholder Theory of the Firm What is the purpose of the modern corporation? To whom, or what, should the firm be responsible?11 No question is more central to the relationship between business and society. In the shareholder theory of the firm (sometimes also called the ownership theory), the firm is seen as the property of its owners. The purpose of the firm is to maximize its longterm market value, that is, to make the most money it can for shareholders who own stock in the company. Managers and boards of directors are agents of shareholders and have no obligations to others, other than those directly specified by law. In this view, owners’ interests are paramount and take precedence over the interests of others. A contrasting view, called the stakeholder theory of the firm, argues that corporations serve a broad public purpose: to create value for society. All companies must make a profit for their owners; indeed, if they did not, they would not long survive. However, corporations create many other kinds of value as well, such as professional development for their employees and innovative new products for their customers. In this view, corporations have multiple obligations, and all stakeholders’ interests must be taken into account. This perspective was well expressed by Laurence Fink, the CEO of BlackRock, a global firm that manages more than $5 trillion worth of assets for its clients. In his 2018 letter to CEOs, Fink stated that “. . . every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.”12 Supporters of the stakeholder theory of the firm make three core arguments for their position: descriptive, instrumental, and normative.13 The descriptive argument says that the stakeholder view is simply a more realistic description of how companies really work. Managers have to pay keen attention, of course, to their quarterly and annual financial performance. Keeping Wall Street satisfied by managing for growth—thereby attracting more investors and increasing the stock price—is a core part of any top manager’s job. But the job of management is much more complex than this. In order to produce consistent results, managers have to be concerned with producing high-quality and innovative products and services for their customers, attracting 11 For summaries of contrasting theories of the purpose of the firm, see Margaret M. Blair, “Whose Interests Should Corporations Serve,” in Margaret M. Blair and Bruce K. MacLaury, Ownership and Control: Rethinking Corporate Governance for the Twenty-First Century (Washington, DC: Brookings Institution, 1995), Ch. 6, pp. 202–34; and James E. Post, Lee E. Preston, and Sybille Sachs, Redefining the Corporation: Stakeholder Management and Organizational Wealth (Palo Alto, CA: Stanford University Press, 2002). 12 “Larry Fink’s Annual [2018] Letter to CEOs: A Sense of Purpose,” at www.blackrock.com. 13 The descriptive, instrumental, and normative arguments are summarized in Thomas Donaldson and Lee E. Preston, “The Stakeholder Theory of the Corporation: Concepts, Evidence and Implications,” Academy of Management Review 20, no.

1 (1995), pp. 65–71. See also, Post, Preston, and Sachs, Redefining the Corporation, Ch. 1. Chapter 1 The Corporation and Its Stakeholders 7 and retaining talented employees, and complying with a plethora of complex government regulations. As a practical matter, managers direct their energies toward all stakeholders, not just owners. In what became known as the “dollar store wars,” two companies made competing bids to buy Family Dollar, a U.S. discount retail chain based in Charlotte, North Carolina—each with very different consequences for stakeholders. One suitor, Dollar Tree, offered $76.50 per share for the company, while the other, Dollar General, offered $80—seemingly a better deal for shareholders. But the Dollar General deal faced likely government antitrust scrutiny and would probably have required the closure of thousands of stores, throwing employees out of work and depriving low-income communities of access to a discount store. In the end, after considering the impact on all stakeholders, Family Dollar’s management recommended the lower-priced offer, and three-quarters of its shareholders agreed.14 The instrumental argument says that stakeholder management is more effective as a corporate strategy. A wide range of studies have shown that companies that behave responsibly toward multiple stakeholder groups perform better financially, over the long run, than those that do not. (This empirical evidence is further explored in Chapter 3.) These findings make sense, because good relationships with stakeholders are themselves a source of value for the firm. Attention to stakeholders’ rights and concerns can help produce motivated employees, satisfied customers, committed suppliers, and supportive communities, all good for the company’s bottom line. The normative argument says that stakeholder management is simply the right thing to do. Corporations have great power and control vast resources; these privileges carry with them a duty toward all those affected by a corporation’s actions. Moreover, all stakeholders, not just owners, contribute something of value to the corporation. A skilled engineer at Microsoft who applies his or her creativity to solving a difficult programming problem has made a kind of investment in the company, even if it is not a monetary investment. Any individual or group who makes a contribution, or takes a risk, has a moral right to some claim on the corporation’s rewards.15 A basis for both the shareholder and stakeholder theories of the firm exists in law. The legal term fiduciary means a person who exercises power on behalf of another, that is, who acts as the other’s agent. In U.S. law, managers are considered fiduciaries of the owners of the firm (its shareholders) and have an obligation to run the business in their interest. These legal concepts are clearly consistent with the shareholder theory of the firm. However, other laws and court cases have given managers broad latitude in the exercise of their fiduciary duties. In the United States (where corporations are chartered not by the federal government but by the states), most states have passed laws that permit managers to take into consideration a wide range of other stakeholders’ interests, including those of employees, customers, creditors, suppliers, and communities. (Benefit corporations, firms with a special legal status that obligates them to do so, are further discussed in Chapter 3.) 14 “Family Dollar Shareholders Approve Sale to Dollar Tree,” Charlotte Observer, January 22, 2015. Abe Zakhem and Daniel E. Palmer, “Normative Stakeholder Theory,” in David M. Wasieleski and James Weber (eds.), Stakeholder Management, Business and Society 360: Volume 1, pages 49–74 (Bingley, United Kingdom: Emerald Publishing Ltd., 2017). Another formulation of this point has been offered by Robert Phillips, who argues for a principle of stakeholder fairness. This states that “when people are engaged in a cooperative effort and the benefits of this cooperative

effort are accepted, obligations are created on the part of the group accepting the benefit” [i.e., the business firm]. Robert Phillips, Stakeholder Theory and Organizational Ethics (San Francisco: Berrett-Koehler, 2003), p. 9 and Ch. 5. 15 8 Part One Business in Society In addition, many federal laws extend specific protections to various groups of stakeholders, such as those that prohibit discrimination against employees or grant consumers the right to sue if harmed by a product. In other nations, the legal rights of nonowner stakeholders are often more fully developed than in the United States. For example, a number of European countries—including Germany, Norway, Austria, Denmark, Finland, and Sweden—require public companies to include employee members on their boards of directors, so that their interests will be explicitly represented. Under the European Union’s so-called harmonization statutes, managers are specifically permitted to take into account the interests of customers, employees, creditors, and others. In short, while the law requires managers to act on behalf of shareholders, it also gives them wide discretion—and in some instances requires them—to manage on behalf of the full range of stakeholder groups. The next section provides a more formal definition and an expanded discussion of the stakeholder concept. The Stakeholder Concept The term stakeholder refers to persons and groups that affect, or are affected by, an organization’s decisions, policies, and operations.16 The word stake originally meant a pointed stick or post. The word later became used as a verb, as when a person was said to mark territory with a stake to assert ownership—that is, to stake a claim.17 In the context of management theory, stake is used more abstractly to mean an interest in—or claim on—a business enterprise. Those with a stake in the firm’s actions include such diverse groups as customers, employees, shareholders (also called stockholders), governments, suppliers, professional and trade associations, social and environmental activists, and nongovernmental organizations. The term stakeholder is not the same as stockholder, although the words sound similar. Stockholders—individuals or organizations that own shares of a company’s stock—are one of several kinds of stakeholders. Business organizations are embedded in networks involving many participants. Each of these participants has a relationship with the firm, based on ongoing interactions. Each of them shares, to some degree, in both the risks and rewards of the firm’s activities. And each has some kind of claim on the firm’s resources and attention, based on law, moral right, or both. The number of these stakeholders and the variety of their interests can be large, making a company’s decisions very complex, as the Amazon example illustrates. Managers make good decisions when they pay attention to the effects of their decisions on stakeholders, as well as stakeholders’ effects on the company. On the positive side, strong relationships between a corporation and its stakeholders are an asset that adds value. On the negative side, some companies disregard stakeholders’ interests, either out of the belief that the stakeholder is wrong or out of the misguided notion that an unhappy customer, employee, or regulator does not matter. Such attitudes often prove costly to the company involved. Today, for example, companies know that they cannot locate a factory or store in a community that strongly objects. They also know that making a product that is perceived as unsafe invites lawsuits and jeopardizes market share. 16 The term stakeholder was first introduced in 1963 but was not widely used in the management literature until the publication of R. Edward Freeman’s Strategic Management: A Stakeholder Approach (Marshfield, MA: Pitman, 1984). For a comprehensive review of the stakeholder management literature, see Samantha Miles, “Stakeholder Theory Classification, Definitions and Essential Contestability,” in David M.

Wasieleski and James Weber (eds.) Stakeholder Management, Business and Society 360: Volume 1, pages 21–48 (Bingley, United Kingdom: Emerald Publishing Limited, 2017). 17 “Origin and Meaning of Stake,” Online Etymology Dictionary, at www.etymonline.com. Exhibit 1.A Are Managers Stakeholders? Are managers, especially top executives, stakeholders? This has been a contentious issue in stakeholder theory. On one hand, the answer clearly is “yes” Like other stakeholders, managers are impacted by the firm’s decisions. As employees of the firm, managers receive compensation—often very generous compensation, as shown in Chapter 13. Their managerial roles confer opportunities for professional advancement, social status, and power over others. Managers benefit from the company’s success and are hurt by its failure. For these reasons, they might properly be classified as employees. On the other hand, top executives are agents of the firm and are responsible for acting on its behalf. In the stakeholder theory of the firm, their role is to integrate stakeholder interests, rather than to promote their own more narrow, selfish goals. For these reasons, they might properly be classified as representatives of the firm itself, rather than as one of its stakeholders. Management theory has long recognized that these two roles of managers potentially conflict. The main job of executives is to act for the company, but all too often they act primarily for themselves. Consider, for example, the many top executives of Lehman Brothers, MF Global, and Merrrill Lynch, who enriched themselves personally at the expense of shareholders, employees, customers, and other stakeholders. The challenge of persuading top managers to act in the firm’s best interest is further discussed in Chapter 13. Different Kinds of Stakeholders Business interacts with society in many diverse ways, and a company’s relationships with various stakeholders differ. Market stakeholders are those that engage in economic transactions with the company as it carries out its purpose of providing society with goods and services. Each relationship between a business and one of its market stakeholders is based on a unique transaction, or two-way exchange. Shareholders invest in the firm and in return receive the potential for dividends and capital gains. Creditors loan money and collect payments of interest and principal. Employees contribute their skills and knowledge in exchange for wages, benefits, and the opportunity for personal satisfaction and professional development. In return for payment, suppliers provide raw materials, energy, services, finished products, and other inputs; and wholesalers, distributors, and retailers engage in market transactions with the firm as they help move the product from plant to sales outlets to customers. All businesses need customers who are willing to buy their products or services. The puzzling question of whether or not managers should be classified as stakeholders along with other employees is discussed in Exhibit 1.A. Nonmarket stakeholders, by contrast, are people and groups who—although they do not engage in direct economic exchange with the firm—are nonetheless affected by or can affect its actions. Nonmarket stakeholders include the community, various levels of government, nongovernmental organizations, business support groups, competitors, and the general public. Nonmarket stakeholders are not necessarily less important than others, simply because they do not engage in direct economic exchange with a business. On the contrary, interactions with such groups can be critical to a firm’s success or failure, as shown in the following example. In late 2017, a company called Energy Management Inc. (EMI) said it would finally call off its sixteen-year effort to build a wind farm off the shore of Cape Cod, Massachusetts, to supply clean, renewable power to New England customers. The project, called Cape Wind, had generated intense opposition from residents

of Cape 9 10 Part One Business in Society Cod and nearby islands, who were concerned that its 130 wind turbines would spoil the view and get in the way of boats. A nonprofit group called Save Our Sound filed dozens of lawsuits, charging possible harm to wildlife, increased electricity rates, and danger to aircraft. Local utilities had withdrawn their commitments to buy power from the wind farm, and state regulators had denied permission for a power line connection to the mainland. “We were kept in a repeated sudden death period,” said the company’s discouraged owner, using a football analogy. “And the goal posts kept moving.”18 In this instance, various stakeholders were able to block the company’s plans completely— even though many did not have a market relationship with it. Theorists also distinguish between internal stakeholders and external stakeholders. Internal stakeholders are those, such as employees and managers, who are employed by the firm. They are “inside” the firm, in the sense that they contribute their effort and skill, usually at a company worksite. External stakeholders, by contrast, are those who—although they may have important transactions with the firm—are not directly employed by it. The classification of government as a nonmarket stakeholder has been controversial in stakeholder theory. Most theorists say that government is a nonmarket stakeholder (as does this book) because it does not normally conduct any direct market exchanges (buying and selling) with business. However, money often flows from business to government in the form of taxes and fees, and sometimes from government to business in the form of subsidies or incentives. Moreover, some businesses—defense contractors for example—do sell directly to the government and receive payment for goods and services rendered. For this reason, a few theorists have called government a market stakeholder of business. And, in a few cases, the government may take a direct ownership stake in a company—as the U.S. government did after the financial crisis of 2008–09 when it invested in several banks and auto companies, becoming a shareholder of these firms. Government also has special influence over business because of its ability to charter and tax corporations, as well as make laws that regulate their activities. The unique relationship between government and business is discussed throughout this book. Other stakeholders also have some market and some nonmarket characteristics. For example, business support groups, such as the Chamber of Commerce, are normally considered a nonmarket stakeholder. However, companies may support the Chamber of Commerce with their membership dues—a market exchange. Communities are a nonmarket stakeholder, but receive taxes, philanthropic contributions, and other monetary benefits from businesses. These subtleties are further explored in later chapters. Modern stakeholder theory recognizes that most business firms are embedded in a complex web of stakeholders, many of which have independent relationships with each other.19 In this view, a business firm and its stakeholders are best visualized as an interconnected network. Imagine, for example, an electronics company, based in the United States, that produces smartphones, tablets, and music players. The firm employs people to design, engineer, and market its devices to customers in many countries. Shares in the company 18 “Now It’s Official: Cape Wind Project Dead,” Boston Globe, December 1, 2017, and “After 16 Years, Hopes for Cape Cod Wind Farm Float Away,” The New York Times, December 19, 2017. The story of the opposition to Cape Wind is told in Robert Whitcomb and Wendy Williams, Cape Wind: Money, Celebrity, Energy, Class, Politics, and the Battle for Our Energy Future (New York: PublicAffairs, 2008). 19 Timothy J. Rowley, “The Power of and in Stakeholder Networks,” in David M. Wasieleski and James Weber (eds.) Stakeholder Management, Business and Society 360: Volume 1, pp. 101–122 (Bingley, United Kingdom: Emerald Publishing Limited, 2017).

Chapter 1 The Corporation and Its Stakeholders 11 FIGURE 1.2 A Firm and its Stakeholders Employees Nongovernmental organizations Creditors Customers Business Firm Shareholders Governments Competitors Suppliers are owned by investors around the world, including many of its own employees and managers. Production is carried out by suppliers in Asia. Banks provide credit to the company, as well as to other companies. Competing firms sell their products to some of the same customers, and also contract production to some of the same Asian suppliers. Nongovernmental organizations may seek to lobby the government concerning the firm’s practices, and may count some employees among their members. A visual representation of this company and its stakeholders is shown in Figure 1.2. As Figure 1.2 suggests, some individuals or groups may play multiple stakeholder roles. Some theorists use the term role sets to refer to this phenomenon. For example, a person may work at a company, but also live in the surrounding community, own shares of company stock in his or her 401(k) retirement account, and even purchase the company’s products from time to time. This person has several stakes in a company’s actions. Later sections of this book (especially Chapters 13 through 19) will discuss in more detail the relationship between business and its various stakeholders. Stakeholder Analysis An important part of the modern manager’s job is to identify relevant stakeholders and to understand both their interests and the power they may have to assert these interests. This process is called stakeholder analysis. The organization from whose perspective the analysis is conducted is called the focal organization. 12 Part One Business in Society FIGURE 1.3 Who are the relevant stakeholders? The Four Key Questions of Stakeholder Analysis What are the interests of each stakeholder? What is the power of each stakeholder? How are coalitions likely to form? The first step of a stakeholder analysis is for managers of the focal organization to identify the issue at hand. For example, in the Cape Wind situation discussed earlier in this chapter, Energy Management Inc. had to analyze how to win regulatory approval for the construction of its wind farm. Once the issue is determined, managers must ask four key questions, as discussed below and summarized in Figure 1.3. Who are the relevant stakeholders? The first question requires management to identify and map the relevant stakeholders. Exhibit 1.B, which appears later in this chapter, provides a guide. However, not all stakeholders listed will be relevant in every management situation. For example, a privately held firm will not have shareholders. Some businesses sell directly to customers online, and therefore will not have retailers. In other situations, a firm may have a stakeholder—say, a creditor that has loaned money—but this group is not relevant to a particular issue that management faces. But stakeholder analysis involves more than simply identifying stakeholders; it also involves understanding the nature of their interests, power, legitimacy, and links with one another. Stakeholder Interests What are the interests of each stakeholder? Each stakeholder has a unique relationship to the organization, and managers must respond accordingly. Stakeholder interests are, essentially, the nature of each group’s stake. What are their concerns, and what do they want from their relationship with the firm?20 Shareholders, for their part, have an ownership interest in the firm. In exchange for their investment, shareholders expect to receive dividends and, over time, capital appreciation. The economic health of the corporation affects these people financially; their personal wealth—and often, their retirement security—is at stake. They may also seek to achieve social objectives through their choice of investments. Customers, for their part, are most 20 A full discussion of the interests of stakeholders may be found in R. Edward Freeman, Ethical Theory and Business (Englewood Cliffs, NJ: Prentice Hall, 1994).

Chapter 1 The Corporation and Its Stakeholders 13 interested in gaining fair value and quality in exchange for the purchase price of goods and services. Suppliers wish to obtain profitable orders, use their capacity efficiently, and build stable relationships with their business customers. Employees, in exchange for their time and effort, want to receive fair compensation and an opportunity to develop their job skills. Governments, public interest groups, and local communities have another sort of relationship with the company. In general, their stake is broader than the financial stake of owners, customers, and suppliers. They may wish to protect the environment, assure human rights, or advance other broad social interests. Managers need to understand these complex and often intersecting stakeholder interests. Stakeholder Power What is the power of each stakeholder? Stakeholder power means the ability to use resources to make an event happen or to secure a desired outcome. Stakeholders have five different kinds of power: voting power, economic power, political power, legal power, and informational power. Voting power means that the stakeholder has a legitimate right to cast a vote. Shareholders typically have voting power proportionate to the percentage of the company’s stock they own. They typically have an opportunity to vote on such major decisions as mergers and acquisitions, the composition of the board of directors, and other issues that may come before the annual meeting. (Shareholder voting power should be distinguished from the voting power exercised by citizens, which is discussed below.) For example, Starboard Value LP, a New York-based hedge fund, used its voting power as a shareholder to force change in a company it had invested in. Starboard bought more than 10 percent of the shares of Mellanox Technologies, an Israeli semiconductor company, and called for radical change, slamming management for “weak execution,” “excessive spending,” and “missed growth opportunities.” When Mellanox did not respond aggressively enough, in 2018 Starboard and its allies fielded their own slate of nominees in the election for the board of directors and organized support from other voting shareholders. The company eventually compromised with Starboard, agreeing to add two of the activists’ nominees to the board and a third if performance goals were not met. In recent years, activist investors like Starboard Value have won one board seat for every two board election campaigns they have waged.21 Suppliers, customers, employees, and other stakeholders have economic power with the company. Suppliers, for example, can withhold supplies or refuse to fill orders if a company fails to meet its contractual responsibilities. Customers may refuse to buy a company’s products or services if the company acts improperly. They can boycott products if they believe the goods are too expensive, poorly made, or unsafe. Employees, for their part, can refuse to work under certain conditions, a form of economic power known as a strike or slowdown. Economic power often depends on how well organized a stakeholder group is. For example, workers who are organized into unions usually have more economic power than do workers who try to negotiate individually with their employers. Governments exercise political power through legislation, regulations, or lawsuits. While government agencies act directly, other stakeholders use their political power 21 “Mellanox, Starboard Settle on New Board Members,” Reuters, June 19, 2018; “Starboard Value to Launch Proxy Fight for Entire Board at Mellanox,” The Wall Street Journal, January 17, 2018; and “Review and Analysis of 2017 U.S. Shareholder Activism,” Sullivan & Cromwell LLP, March 26, 2018. 14 Part One Business in Society indirectly by urging government to use its powers by passing new laws or enacting regulations. Citizens may also vote for candidates that support their views with respect to government laws and regulations affecting business, a different kind of voting power than the one discussed above.

Stakeholders may also exercise political power directly, as when social, environmental, or community activists organize to protest a particular corporate action. Stakeholders have legal power when they bring suit against a company for damages, based on harm caused by the firm; for instance, lawsuits brought by customers for damages caused by defective products, brought by employees for damages caused by workplace injury, or brought by environmentalists for damages caused by pollution or harm to species or habitat. After the mortgage lender Countrywide collapsed, many institutional shareholders, such as state pension funds, sued Bank of America (which had acquired Countrywide) to recoup some of their losses. Finally, stakeholders have informational power when they have access to valuable data, facts, or details and are able to bring their own information and perspectives to the attention of the public or key decision makers. With the explosive growth of technologies that facilitate the sharing of information, this kind of stakeholder power has become increasingly important. Consumers’ ability to use social networks to express their views about businesses they like—and do not like—has given them power they did not previously have. For example, Yelp Inc. operates a website where people can search for local businesses, post reviews, and read others’ comments. In 2016, a dozen years after its launch, Yelp attracted 145 million unique visitors every month. Its reviewers collectively have gained considerable influence. Restaurants, cultural venues, hair salons, and other establishments can attract customers with five-star ratings and “People Love Us on Yelp” stickers in their windows—but, by the same token, can be badly hurt when reviews turn nasty. A Harvard Business School study reported that a one-star increase in an independent restaurant’s Yelp rating led to a 5 to 9 percent increase in revenue. Some businesses have complained that Yelp reviewers have too much power. “My business just died,” said the sole proprietor of a housecleaning business. “Once they locked me into the 3.5 stars, I wasn’t getting any calls.”22 Activists often try to use all of these kinds of power when they want to change a company’s policy. For example, human rights activists wanted to bring pressure on Unocal Corporation to change its practices in Burma (Myanmar), where it had entered into a joint venture with the government to build a gas pipeline. Critics charged that many human rights violations occurred during this project, including forced labor and relocations. In an effort to pressure Unocal to change its behavior, activists organized protests at shareholder meetings (voting power), called for boycotts of Unocal products (economic power), promoted local ordinances prohibiting cities from buying from Unocal (political power), brought a lawsuit for damages on behalf of Burmese villagers (legal power), and gathered information about government abuses by interviewing Burmese refugees and publicizing the results online (informational power). These activists increased their chances of success by mobilizing many kinds of power. This combination of tactics eventually forced Unocal to pay compensation to people whose rights had been violated and to fund education and health care projects in the pipeline region.23 22 Michael Luca, “Reviews, Reputation, and Revenue: The Case of Yelp.Com,” Harvard Business School NOM Unit Working Paper No. 12-016, March 16, 2016; and “Is Yelp Fair to Businesses?” PC World, November 15, 2011. 23 Further information about the campaign against Unocal is available at www.earthrights.org/unocal. Chapter 1 The Corporation and Its Stakeholders 15 Exhibit 1.B provides a schematic summary of some of the main interests and powers of both market and nonmarket stakeholders. Stakeholder Coalitions An understanding of stakeholder interests and power enables managers to answer the final question of stakeholder analysis regarding coalitions. How are coalitions likely to form? Not surprisingly, stakeholder interests often coincide.

For example, consumers of fresh fruit and farmworkers who harvest that fruit in the field may have a shared interest in reducing the use of pesticides, because of possible adverse health effects from exposure to chemicals. When their interests are similar, stakeholders may form coalitions, temporary alliances to pursue a common interest. Companies may be both opposed and supported by stakeholder coalitions, as shown in the example of the controversial Keystone XL pipeline. TransCanada, a major North American energy company, sought approval to build a pipeline from Alberta, Canada, to Steele City, Nebraska, where it would connect to existing pipelines running to refineries and ports along the Gulf Coast. In opposing the Keystone XL pipeline, environmentalists argued it would enable the export of oil extracted from Canadian tar sands, an energy-intensive and dirty process. When burned, the tar sands oil would release carbon dioxide, contributing to further climate change, and spills from the pipeline could foul water supplies. They were joined in coalition by other groups, such as ranchers, farmers, and Native Americans whose land would be crossed by the pipeline. On the other side, construction unions, many local governments, and business groups supported the pipeline, saying that it would create jobs, reduce U.S. dependence on foreign oil, and provide a safer method of transport than trains or tanker trucks. In 2018, debate still raged, and construction on the project had not begun.24 Stakeholder coalitions are not static. Groups that are highly involved with a company today may be less involved tomorrow. Issues that are controversial at one time may be uncontroversial later; stakeholders that are dependent on an organization at one time may be less so at another. To make matters more complicated, the process of shifting coalitions does not occur uniformly in all parts of a large corporation. Stakeholders involved with one part of a large company often have little or nothing to do with other parts of the organization. The discussion case at the end of this chapter describes the coalitions that developed in favor of and opposition to new regulations that would require the ride-hailing start-up Uber to insure drivers logged onto its system to look for customers. Another variation of stakeholder analysis focuses on stakeholder salience. Some scholars have suggested that managers pay the most attention to stakeholders possessing greater salience. (Something is salient when it stands out from a background, is seen as important, or draws attention.) Stakeholders stand out to managers when they have power, legitimacy, and urgency. This section has already discussed various forms of stakeholder power. Legitimacy refers to the extent to which a stakeholder’s actions are seen as proper or appropriate by the broader society, because they are clearly affected by the company’s actions. Urgency refers to the time-sensitivity of a stakeholder’s claim, that is, the extent to which it demands 24 “Keystone XL Pipeline Has Enough Oil Suppliers, Will be Built, TransCanada Says,” Inside Climate News, January 18, 2018; “Keystone Pipeline Pros, Cons and Steps to a Final Decision,” The New York Times, November 18, 2014. Exhibit 1.B Stakeholders: Nature of Interest and Power Nature of Interest— Stakeholder Wishes To: Nature of Power—Stakeholder Influences Company By: Employees ■ Maintain stable employment in firm ■ Receive fair pay for work and mandated benefits ■ Work in safe, comfortable environment ■ Union bargaining power ■ Work actions or strikes ■ Publicity Shareholders ■ Receive a satisfactory return on investments (dividends) ■ Realize appreciation in stock value over time ■ Exercising voting rights based on share ownership ■ Exercising rights to inspect company books and records Customers ■ Receive fair exchange: value and quality for money spent ■ Receive safe, reliable products ■ Receive accurate information ■ Be able to voice concerns ■ Purchasing

goods from competitors ■ Boycotting companies whose products are unsatisfactory or whose policies are unacceptable Suppliers ■ Receive regular orders for goods ■ Be paid promptly for supplies delivered ■ Use capacity efficiently ■ Build stable relationships with business customers ■ Be treated ethically ■ Refusing to meet orders if conditions of contract are breached ■ Supplying to competitors Retailers, Wholesalers ■ Receive quality goods in a timely fashion at reasonable cost ■ Offer reliable products that consumers trust and value ■ Buying from other suppliers if terms of contract are unsatisfactory ■ Boycotting companies whose goods or policies are unsatisfactory Creditors ■ Receive repayment of loans ■ Collect debts and interest ■ Calling in loans if payments are not made ■ Utilizing legal authorities to repossess or take over property if loan payments are severely delinquent Stakeholder Market Stakeholders immediate action. The more of these three attributes a stakeholder possesses, the greater the stakeholder’s salience and the more likely that managers will notice and respond.25 Stakeholder Mapping Once managers have conducted a stakeholder analysis, they can use it to develop a stakeholder map, a visual representation of the relationships among stakeholder interests, power, and coalitions with respect to a particular issue.26 (A stakeholder map can 25 Ronald K. Mitchell, Bradley R. Agle, and Donna J. Wood, “Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts,” Academy of Management Review 22, no. 4 (1997), pp. 853–86. 26 For two alternative approaches to stakeholder mapping, see David Saiia and Vananh Le, “A Map Leading to Less Waste,” Proceedings of the International Association for Business and Society 20: 302–13 (2009); and Robert Boutilier, Stakeholder Politics: Social Capital, Sustainable Development, and the Corporation (Sheffield, UK: Greenleaf Publishing, 2009), Chs. 6 and 7. 16 Stakeholder Nature of Interest— Stakeholder Wishes To: Nature of Power—Stakeholder Influences Company By: Nonmarket Stakeholders Communities ■ Employ local residents in the company ■ Ensure that the local environment is protected ■ Ensure that the local area is developed ■ Refusing to extend additional credit ■ Issuing or restricting operating licenses and permits ■ Lobbying government for regulation of the company’s policies or methods of land use and waste disposal Nongovernmental organizations ■ Monitor company actions and policies to ensure that they conform to legal and ethical standards ■ Promote social and economic development ■ Gaining broad public support through publicizing the issue ■ Lobbying government for regulation of the company Business support groups (e.g., trade associations) ■ Provide research and information which will help the company or industry perform in a changing environment ■ Using its staff and resources to assist company in business endeavors and development efforts ■ Providing legal or “group” political support beyond that which an individual company can provide for itself Governments ■ Promote economic development ■ Encourage social improvements ■ Raise revenues through taxes ■ Adopting regulations and laws ■ Issuing licenses and permits ■ Allowing or disallowing commercial activity The general public ■ Protect social values ■ Minimize risks ■ Achieve prosperity for society ■ Receive fair and honest communication ■ Networking with other stakeholders ■ Pressing government to act ■ Condemning or praising individual companies Competitors ■ Compete fairly ■ Cooperate on industry-wide or community issues ■ Seek new customers ■ Pressing government for fair competition policies ■ Suing companies that compete unfairly also be used to represent stakeholder salience, to help a firm identify which stakeholders may require more of their attention.) Consider the following example: In Anaheim, California, a real estate developer called SunCal purchased a large lot near to the Disneyland theme park.

SunCal planned to build condominiums, with 15 percent of the units set aside for below-market-rate rental apartments. Because the site was in the resort district, the developer required special permission from the city council to proceed. Affordable housing advocates quickly backed SunCal’s plans. Some unions representing Disney employees also supported the idea, as did environmentalists drawn by the prospect of reducing long commutes, a contributor to the region’s air pollution. Disney, however, strenuously opposed SunCal’s plan, arguing that the land should be used only for tourism-related development such as hotels and restaurants; the company was supported by the chamber of commerce and various businesses in the resort district. The city council itself was split. 17 18 Part One Business in Society If SunCal conducted a stakeholder analysis of this situation, it would conclude that the interests of relevant stakeholders were divided. Some, including Disney and various local businesses and some politicians, opposed its plan. But others, including some unions, affordable housing advocates, environmentalists, and other politicians, supported it. An analysis of coalitions would show how these stakeholders were likely to ally with one another. An analysis of power would show that Disney had enormous clout in Anaheim, because it was the city’s major employer and taxpayer, with power far exceeding that of other relevant stakeholders. SunCal would no doubt conclude from this analysis that it was unlikely to succeed in building on this site. A stakeholder map of this situation is shown in F… CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER