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This essay addresses the similarities and differences between the cluster of Soviet famines in 1931-33 and the great Chinese famine of 1958-1962. The similarities include: Ideology; planning; the dynamics of the famines; the relationship among harvest, state procurements and peasant behaviour; the role of local cadres; life and death in the villages; the situation in the cities vis-à-vis the countryside, and the production of an official lie for the outside world. Differences involve the following: Dekulakization; peasant resistance and anti-peasant mass violence; communes versus sovkhozes and kolkhozes; common mess halls; small peasant holdings; famine and nationality; mortality peaks; the role of the party and that of Mao versus Stalin's; the way out of the crises, and the legacies of these two famines; memory; sources and historiography.

Criminality and Business Strategy: Similarities and Differences explores what can be learned from criminal organizations on four continents based on comparisons of their historical and cultural origins, chosen governance and power structures, and business models. It discusses how these contexts determined their applications of the principles and practice of effective, but amoral leadership, and whether these lessons can be applied to legitimate business enterprises. In this book John Zinkin and Chris Bennett argue that defining a "crime" is a contested issue and that criminality can be viewed as a spectrum, comprising a range of different types of crimes, the harms caused, and the variety of punishments involved. They discuss the critical role of the state in determining where criminality is perceived to sit on the crime continuum. The authors delve into how the state and organized crime are natural competitors, and how organized crime and legitimate businesses are subject to many of the same internal and external strategic considerations. They contend that the resulting similarities between criminality in organized criminal organizations and legitimate businesses are greater than the differences and that the differences are only in degree and not in kind. This thought-provoking study of criminality will be of immense interest to professionals, coaches, consultants, and academics interested in the techniques and ethics of leadership--

Criminality and Business Strategy: Similarities and Differences explores what can be learned from criminal organizations on four continents based on comparisons of their historical and cultural origins, chosen governance and power structures, and business models. It discusses how these contexts determined their applications of the principles and practice of effective, but amoral leadership, and whether these lessons can be applied to legitimate business enterprises. In this book John Zinkin and Chris Bennett argue that defining a "crime" is a contested issue and that criminality can be viewed as a spectrum, comprising a range of different types of crimes, the harms caused, and the variety of punishments involved. They discuss the critical role of the state in determining where criminality is perceived to sit on the crime continuum. The authors delve into how the state and organized crime are natural competitors, and how organized crime and legitimate businesses are subject to many of the same internal and external strategic considerations. They contend that the resulting similarities between criminality in organized criminal organizations and legitimate businesses are greater than the differences and that the differences are only in degree and not in kind. This thought-provoking study of criminality will be of immense interest to professionals, coaches, consultants, and academics interested in the techniques and ethics of leadership. The book is, in effect, the result of an intellectual journey of the authors from the ideas presented in their earlier book, The Principles and Practice of Effective Leadership, to the issues in this book discussing important, difficult, and contested subjects. The journey continues in their third book: The Challenge in Leading Ethical and Successful Organizations

In the article similarities and differences of such concepts as macro-system and mega-project are analyzed. A conclusion is made that megaprojects can be regarded as a variety of macro-systems, i.e. systems that consist of a multitude of interconnected sub-systems and it is often possible to evaluate macro-systems' functioning by the same criteria as in case of mega-projects, i.e. social efficiency.

Federal systems across the globe are full of contradictions. They are both individually unique and yet respond to similar objectives and expectations in a constantly changing environment. This dynamic is illustrated by developments in two large federal systems—India and the USA—that have tried to deal with dramatic differences within their population as they search for ways to make democratic principles come alive. While differences between the two systems are clear, examining both sets of players and pressures can prove to be useful to students of both settings.