By Nigel Thrift
`This is an formidable, unique, and complicated remedy of key features of up to date capitalism. It makes an enormous contribution since it profoundly destabilizes the scholarship on globalization, the so-called new economic climate, details know-how, detailed modern enterprise cultures and practices' - Saskia Sassen, writer of Globalization and its Discontents
`Nigel Thrift bargains us this type of cultural research of world capitalism that has lengthy been wanted - person who emphasizes the cutting edge power of world capitalism. The e-book avoids stale denouncements and provides as a substitute a view of capitalism as a kind of practice' - Karin Knorr Cetina, Professor of Sociology, collage of Konstanz, Germany
Capitalism is celebrated for generating a sort of lifestyles the place `everything strong melts into air'. yet what occurs whilst capitalism develops theories approximately itself? Are we stepping into a situation during which capitalism may be acknowledged to own a brain?
These questions are pursued during this glowing and thought-provoking ebook. Thrift appears to be like at what he calls "the cultural circuit of capitalism," the mechanism for producing new theories of capitalism. The publication lines the increase of this circuit again to the Nineteen Sixties while a sequence of associations locked jointly to interrogate capitalism, to the current day, while those associations are relocating out to the Pacific basin and past. What have those theories produced? How have they been implicated within the speculative bubbles that characterised the past due 20th century? What half have they performed in constructing our knowing of human relations?
Building on an inter-disciplinary strategy which embraces the middle social sciences, Thrift outlines an exhilarating new conception for knowing capitalism. His publication is of curiosity to readers in Geography, Social conception, Antrhopology and Cultural Economics.
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Extra resources for Knowing Capitalism (Published in association with Theory, Culture & Society)
Example text
First, almost any business organization is vulnerable. ‘AEG, Boeing, Degussa, Gulf Oil, Sears Roebuck and many other famous enterprises have seen their market shares seriously eroded. Pan Am and other erstwhile leaders have crashed like giant trees in the forest. Other former leaders have, like the Cheshire cat, disappeared leaving only their names behind. Dunlop is now a Japanese brand and RCA a French one’ (Stopford, 1996, p. 5). Second, managers are expected to react much more swiftly: ‘whereas once we might have expected a new CEO to turn round a struggling business in five years we are now expecting that manager to do so in 12 months’ (Goffee and Hunt, 1996, p.
Fourth, the spaces of knowledge have become as critical to business as to academia. In a world in which more and more information is increasingly able to circulate and circulate rapidly, information skills are still highly concentrated in particular locations, in particular offices, in intra-organizational links and in firm networks. Of course, these symmetries have disturbed the values and procedures of academia. For example, academics from both the right (Hague, 1994) and the left (Plant, 1996) have argued that, increasingly, the kind of static hierarchy of knowledge that was (apparently) typical of the period up to the 1960s – with academics in universities located at the top of the hierarchy as able to offer the best validated knowledge – is being replaced by a flatter, more diverse and more interconnected set of knowledge communities, which mount a real challenge to the pre-eminence of academia by concentrating on learning by doing, often at a distance.
48). Second, it is clear that managers do read more books (and listen to tapes and watch videos) than previously. Third, at the same time, through the increased ‘packaging’ of ideas in seminars and books, management ideas have become more accessible. Fourth, managers clearly want and need new ideas. They need them to make their way in organizations, to solve a particular company’s problems, to act as an internal motivational device, to guard against their competitors’ adoption of new ideas, and simply to provide a career enhancer.