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This collection of essays written by leading philosophers, lawyers, economists, and psychologists - deals with the various dimensions of legal negotiations. The contributions concern the logical structure of legal negotiations, as well as the possible philosophical assumptions behind the process of negotiating. The book also covers the problem of economic mechanisms and the psychological underpinnings of negotiating in the shadow of the law, addressing both conceptual and practical issues. (Series: Studies in the Philosophy of Law - Vol. 8)

Purpose: Recent research provides useful insights on management accounting routines, yet little is written on their foundations. In particular, factors which may contribute to eventual management accounting routines have not been detailed in terms of the process of routinization. Thus, this paper aims to provide an initial theory-based understanding on the foundation of management accounting routines. In turn, it is hoped this will raise further research interest on this topic. Design/methodology/approach: Drawing on extant literature, a framework on foundations of management accounting routines is developed, and two empirical cases illustrate its operationalisation. Findings: The framework illustrates that a more complete understanding of change to management accounting routines can be gleaned when more is known about their foundations. The foundations are likely to be influenced by a combination and/or interaction of factors at (i) the organizational level, (ii) the organizational field level and (iii) the economic and political level. Research limitations/implications: Due to our so far limited understanding of the foundation of management accounting routines, more research is required. Our framework may be useful to guide such research. Originality/value: To the best of our knowledge, this is one of few papers to offer an initial theory-based understanding on the foundations of management accounting routines specifically. This understanding can be built on to improve our knowledge in the management accounting domain of the complex, but ubiquitous concept, of organizational routines.

The colony of Maryland, granted to Lord Baltimore by Charles I in 1632, was the host of considerable, political turmoil regarding the scale of the royal governor's authority. The Charter of Maryland granted Baltimore, for all intents and purposes, the authority of a liege lord within the province, with the intention of making the chartered colony as close a parallel to England as was physically achievable. However, with the withdrawal of supervision from across the Atlantic in the mid 17th century, Maryland, like several of its fellow colonies, began to grapple with the idea of political autonomy. Although the sentiment behind this newly found desire for self-management was nowhere near the extent that it would be during the Imperial Crisis more than a century later, the royal governorship was effectively challenged, both in London, and North America. In this political environment, Maryland, with the absence of royal supervision, functioned not only as a colony, but as an autonomous, quasi-independent state. ; Colonial America History Maryland Legal Baltimore ; A Thesis submitted to the Department of History in partial fulfillment with the requirements necessary for graduation with Honors in the Major. ; Spring Semester, 2014. ; March 24, 2014.

This report offers an empirical tool to help planners, statisticians, policy makers and advocates understand people's everyday legal problems and experience with the justice system. It sets out a framework for the conceptualisation, implementation and analysis of legal needs surveys and is informed by analysis of a wide range of national surveys conducted over the last 25 years. It provides guidance and recommendations in a modular way, allowing application into different types of surveys. It also outlines opportunities for legal needs-based indicators that strengthen our understanding of access to civil justice.

Intro -- Foreword -- Preface to the Second Edition -- Contents -- Abbreviations -- Table of Cases -- Introduction -- PART I -- 1. The Concept of International Organisations -- 2. The Object of the Organisation -- I. Is Extrajudicial International Police Cooperation an Appropriate Object? -- II. The Presumptive Freedom of Action of Sovereign States -- III. The Indifference with Regard to Form and Formalities -- IV. Attribution of Police Conduct -- V. Non-Exclusivity of Mutual Legal Assistance Arrangements -- VI. The Obligation to Cooperate -- VII. Permissibility of Police Cooperation without the Formalities of Extradition or Mutual Legal Assistance Treaties -- VIII. The Appropriateness of INTERPOL's Object -- 3. A Meeting of Wills and Consent to be Bound -- I. A Meeting of Wills -- II. Consent to be Bound -- 4. Contracting Parties and Members -- I. Countries as Parties to the INTERPOL Constitution and as Members -- II. Are Countries Subjects of International Law? -- 5. Form and Formalities -- I. The Distinction between Formal and Informal Agreements -- II. Registration and Publication -- 6. Governing Law -- I. Presumptive Exclusion of National Law -- II. The Governing Law of the INTERPOL Constitution -- 7. Organisation and Operations -- I. Origins -- II. Structure -- III. Essential Functions -- IV. Delegation of Powers -- V. Privileges and Immunities -- VI. Recognition as an International Organisation -- VII. Recognition of Legal Capacity -- PART II -- 8. Internal Law -- I. Internal Legal Order -- II. Challenges to the Processing of Data -- III. Regulation of Employment Relations -- 9. Internal Law Disputes -- I. Proceedings before the CCF -- II. Re-Examination by the General Secretariat -- 10. Challenges by National Central Bureaux -- I. Legal Framework -- II. Examples -- 11. External Law and Responsibility -- I. External Legal Order.