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This article addresses the relation between the design of regulatory agencies and efficiency, arguing that authority concentrated to a single individual outperforms more collegial decision-making when the regulated firms' interests are aligned. The tentative explanation is that concentrated leadership reduces the risk for capture. This argument is developed from an empirical case on the markets for mobile and fixed broadband. In the mobile market, the regulated firms are similarly positioned, whereas in the fixed broadband market, the firms typically have adversarial positions, with an incumbent being challenged by entrants. A statistical analysis of regulatory agencies in 33 European countries lends support to the argument that regulation of mobile broadband benefits from having a single decision-maker whereas a bureaucratic regulation with more collegiality functions as well for the fixed broadband.

According to the U.S. Department of Health and Human Services (2010) there is a significant disparityin life expectance rates between Caucasian males and ethnic minority males in the United States,resulting from factors that include nutrition. While the employment outlook for dietitians and nutritionistsis expected to grow by 9.24% through 2018, to approximately 65,000, the percentage of self-employedprofessionals within the sector is expected to decrease slightly from 8.81% to 8.49% (Bureau of LaborStatistics, 2010).

The ebook edition of this title is Open Access and freely available to read online. The higher education and research system faces a constant dilemma. On the one hand, research and higher education are run by autonomous, interrelated academic communities, often described as collegial governance. On the other hand, they are an instrument for the fulfillment of goals that are often external to the academic community. What, then, is the role of academics and academic knowledge in governance of higher education and research, and how does this reflect on and impact their aims and overall place in society? Fostered through joint workshops and an open dialogue, this double volume of Research in the Sociology of Organizations develops a deeper understanding of collegiality, examining through a unique comparative perspective how it is translated and practiced in different settings across the world. Considering ways in which collegiality can be revitalized, this second installment argues for reintroducing collegiality both in analyzing the development of higher education systems and research and in the actual governing of universities. Revealing the globalization, homogenization and variation that have come to characterize the collegiate system, Revitalizing Collegiality critically considers the state of and future of the higher education system, and how we can consciously shape it moving forward.

Kittler was among the first to invite Derrida to lectures in Germany, and to translate Derrida's texts into German. Yet a cursory tally in his references does not always do justice to what Kittler's media theory owes to deconstruction. Discourse Networks credits Derrida with a mere 'rediscovery' of grammatology, although Wellbery's foreword labors mightily to identify the deconstructive traits in Kittler's work. Gramophone, Film, Typewriter reduces The Post Card's complex networks to an allegation that 'voice remains the other of typescripts' – as if Kittler had not in fact taken a much more subtle evaluation of hearing oneself speak from Derrida. What happens to the writability and citability of texts if they are sorted into such neat binary distinctions of logical or poetic orientation? What, to Kittler, is the quotability and readability of the body of work titled Derrida?

Starting from the deliberations of the Second Vatican Council on the Church Ministry and its performance in collegiality, Cardinal Bernardin carries on a study about its manifold aspects. The diversities of the Catholic Church are put forward as a source of richness; its unity must be firmly established and maintained. The balance between diversity and unity is given by collegiality. If the duties of the Church are performed through the exercise of collegiality, unity and diversities are maintained and harmonized. If there is an element that can be defined as constant and overwhelming in Bernardin's work, that element is collegiality. He did a great job for the church in the United States. He linked it deeply with Roman authorities and taught the latter not to fear it as a superpower. His work helped the Conference of American Bishops become a real instrument of effective weight in the American social and Catholic life. He did all this by constantly promoting the exercise of collegiality and its application in every decision and in every matter. If the U.S. Church is what it is today, this is also thanks to Bernardin's dedication to and promotion of collegiality.

Collegiality is frequently portrayed as an inherent characteristic of professions, associated with normative expectations autonomously determined and regulated among peers. However, in advanced modernity other modes of governance responding to societal expectations and increasing State reliance on professional expertise often appear in tension with conditions of collegiality. This paper argues that collegiality is not an immutable and inherent characteristic of the governance of professional work and organizations; rather, it is the result of the ability of a profession to operationalize the normative, relational and structural requirements of collegiality at work. The paper builds on different streams of scholarship to present a dynamic approach to collegiality based on political work by professionals to protect, maintain and reformulate collegiality as a core set of principles governing work. Productive resistance and co-production are explored for their contribution to collegiality in this context, enabling accommodation between professions and organizations to achieve collective objectives and serving as a vector of change and adaptation of professional work in contemporary organizations. Engagement in co-production influences the ability to materialize collegiality at work, just as the maintenance and transformation of collegiality will operate in a context where professions participate and negotiate compromises with others legitimate modes of governance. Our arguments build on recent studies and hypotheses concerning the interface of professions and organizations to reveal the political work that underlies the affirmation and re-affirmation of collegiality as a mode of governance of work based on resistance and co-production.

Does it mean going to the opera together, or a willingness to be persuaded?