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Category Archives: Globalization
Palm Oil, Rubber, and Colonialism
The Emergence of an Export Cluster: Traders and Palm Oil in Early Twentieth-century Southeast Asia
by Valeria Giacomin (Harvard-Newcomen Fellow in Business History during 2017/2018)
Abstract: Malaysia and Indonesia account for 90 percent of global exports of palm oil, forming one of the largest agricultural clusters in the world. This article uses archival sources to trace how this cluster emerged from the rubber business in the era of British and Dutch colonialism. Specifically, the rise of palm oil in this region was due to three interrelated factors: (1) the institutional environment of the existing rubber cluster; (2) an established community of foreign traders; and (3) a trading hub in Singapore that offered a multitude of advanced services. This analysis stresses the historical dimension of clusters, which has been neglected in the previous management and strategy works, by connecting cluster emergence to the business history of trading firms. The article also extends the current literature on cluster emergence by showing that the rise of this cluster occurred parallel, and intimately related, to the product specialization within international trading houses.
Freely available at Enterprise and Society, Volume 19, Issue 2, June 2018, pp. 272-308
Review by Helena Varkkey (University of Malaya)
In this article, Giacomin presents an archive-based historical analysis of how palm oil became one of the most important traded commodities from Southeast Asia to the world in the early- to mid-1900s. She uses the cluster (defined as a "geographically proximate group of interconnected companies and associated institutions in a particular field, linked by commonalities and complementarities") approach to explain how the organizational structure of the pre-existing rubber cluster in the Malay peninsula (at the time a British colony) and Sumatra (under the Dutch) formed the basis for an emerging palm oil cluster in the same geographical region.
The first part of her paper focuses on how the regional rubber cluster structure developed. While the literature commonly credits unique local factors in the development of such clusters, Giacomin instead looks at nonlocal factors: (1) mainland Chinese traders that controlled regional trading routes from major Southeast Asian ports and brought in low-skilled tappers and harvesters from surrounding territories, and (2) Western traders that brought in capital inputs (seeds, machinery and finance) and highly-skilled human resources (estate managers and engineers) from Europe and other parts of the Empire and established headquarters in major European trading ports, allowing them to access crucial market information on demand. Both of these foreign merchant communities congregated in the emerging trading hub of Singapore, strategically located in between British Malaya and Dutch Sumatra, and developed a mutual dependency: Chinese contacts were vital for Western traders wanting to run a business in the Eastern colonies, while the Chinese needed Western traders to scale up their region-based commercial activity to a global scope.
The second part of the article explains how palm oil became the "spin-off" crop of the rubber cluster in the region. During the natural rubber boom in the early 1900s, the Malaya-Sumatra rubber cluster became over-dependent on this export and thus over-specialised in terms of existing practises, agronomic knowledge (through R&D agencies like the Rubber Research Institute), and coordinating institutions (eg. the Rubber Growers' Association). When the advent of synthetic rubber in the 1920s caused natural rubber prices to fall, companies desperately looked to diversify their production to recoup and replace their losses. However, this over-specialisation meant that they could consider only a limited range of crops similar to rubber for diversification. As it happened, the rubber estate structure could be conveniently repurposed for into oil palm estates. Furthermore, the oil palm flourished in a much narrower latitude span compared to rubber, giving confidence to companies that the demand for palm oil would be more sustained since supply would be more limited.
Giacomin concludes that even though the literature often regards over-specialisation as fatal, in the case of the Southeast Asian rubber cluster, this serendipitously led to the emergence of one of the most enduring regional clusters serving the global economy. Today, Indonesia and Malaysia account for over 90% of global palm oil exports.
While the significance of the rubber sector in paving the way for palm oil in Malaysia and Indonesia is well known, this paper remains an important and significant addition to the current literature, not only on general business management and strategy, but also more specifically in terms of (1) palm oil expansion and development and (2) agricultural systems (estate vs. smallholdings).
Firstly, the specific role of nonlocal (especially Chinese) entrepreneurs in connecting the production areas in this region to the consumption areas in the West was previously not well understood. In the context of the "global north" and "global south", palm oil can be considered a uniquely "southern" vegetable oil. Compared to other oils like sunflower, rapeseed, and soya bean, the production, major business players, beneficiaries and direct impacts of palm oil is situated more comparatively in the global south. Giacomin alludes to this in reference to the narrow latitude where oil palm can be grown. This northern/southern framing has coloured much of the recent debates and controversies over palm oil today. This paper's analysis on the historical role of Chinese merchants is especially useful in further informing the idea of palm oil as a "southern" oil, while at the same time, the equally important role of the Western merchants that Giacomin highlights may be useful in moderating certain northern arguments in this ongoing debate.
Secondly, the historical nature of Giacomin's analysis of this sector is especially timely in the current period where other regions, like West Africa and Latin America, are looking to increase their global trading share of palm oil. Giacomin mentions that even though the oil palm originated from and was first produced commercially in West Africa during colonial times, Western African territories were unable to effectively penetrate global markets because they did not display the same institutional cohesion across neighbouring territories, something that Southeast Asia managed to do through the pre-existing rubber cluster. This "cluster" model may thus provide an exemplar to be used by emerging palm oil production regions and companies as an effective way to possibly break the current oligopoly (Indonesian and Malaysian firms) which is the palm oil industry. Especially for West Africa, which is considered the current "greenfield" area for palm oil outside Southeast Asia, current strategies can be developed to avoid past mistakes.
Finally, Giacomin's analysis of early smallholders is useful to inform current discussions on the ideal agricultural systems for oil palm. Her paper argues that in the mid-20th century, the fact that the palm oil was an estate crop (involving high costs and favouring large-scale production) provided a solution to the problem previously faced by rubber companies that were facing competition from and losing market share to rubber smallholdings. While this might have been the case historically, oil palm today has been successfully adapted to the smallholder model in both Indonesia and Malaysia, with a significant share of both countries' production (about 40% each) coming from either organised or independent smallholders. Giacomin's analysis stops at the early decolonialisation period, before the newly independent nations began to formulate oil palm smallholder schemes as a strategic tool for rural development and poverty eradication for both countries. Her analysis however can serve as a useful starting point in the ongoing debates on if and how both the estate and smallholder systems can co-exist efficiently and in harmony.
Overall, this paper is a valuable piece of business history that helps to further shed light on a controversial agro-economic sector often shrouded in secrecy. The fact that palm oil continues to be a hot topic worldwide today underlines the relevance and importance of such forays into history to inform the present.
This entry was posted in Asia, Business & Management, Business history, Enterprise & Society, Environmental History, Globalization, Guest contribution, Guest entry, Peer reviewed article and tagged business history, Colonialism, Entrepreneurship, globalization on 2018-06-26 by bbatiz.
Computers and Business History: Mira Wilkins Prize Winner
IBM Rebuilds Europe: The Curious Case of the Transnational Typewriter
By Petri Paju (Turku) and Thomas Haigh (Wisconsin, Milwaukee).
Abstract: In the decade after the Second World War IBM rebuilt its European operations as integrated, wholly owned subsidiaries of its World Trade Corporation, chartered in 1949. Long before the European common market eliminated trade barriers, IBM created its own internal networks of trade, allocating the production of different components and products between its new subsidiaries. Their exchange relationships were managed centrally to ensure that no European subsidiary was a consistent net importer. At the heart of this system were eight national electric typewriter plants, each assembling parts produced by other European countries. IBM promoted these transnational typewriters as symbols of a new and peaceful Europe and its leader, Thomas J. Watson, Sr., was an enthusiastic supporter of early European moves toward economic integration. We argue that IBM's humble typewriter and its innovative system of distributed manufacturing laid the groundwork for its later domination of the European computer business and provided a model for the development of transnational European institutions.
Enterprise & Society 17(2, June 2016): 265-300
DOI: https://doi.org/10.1017/eso.2015.64
URL: https://www.cambridge.org/core/journals/enterprise-and-society/article/ibm-rebuilds-europe-the-curious-case-of-the-transnational-typewriter/35D5A3FD95F5948F12754DBE07E9D89F
Free download (for limited time): https://www.cambridge.org/core/services/aop-file-manager/file/59e769bb60a7c0f73791cd84
Review by James W. Cortada (Charles Babbage Institute, Minnesota)
Prizes are awarded all the time for "best article" in a particular field, calling our attention to a well-executed, thoughtful one. But, occasionally, a prize winning article signals bigger shifts in a discipline than might otherwise be noticed. With this year's award of the Business History Conference's "Mira Wilkins Prize," for the best article published in Enterprise & Society, we have such a signal.
Petri Paju and Thomas Haigh wrote "IBM Rebuilds Europe: The Curious Case of the Transnational Typewriter," published in June 2016. They were recognized for "the best article on international business history," the objective of this prize, but it is far more than good international business history.
The article chronicles how IBM created an internal network across eight national electric typewriter plants in post-World War II Europe to manufacture parts and to assembly these products. While electric typewriters were in great demand and IBM made what many considered to be the best one, the company created an internal network for their manufacture and distribution that transcended international borders in the decade after the war, presaging what would happen for some European products after the establishment of the European Union. But that was never solely the point—to create a European-wide market by governments—rather, it was to drive down production costs, increase demand for and the ability to deliver enough machines, while promoting IBM management's belief that "World Peace through World Trade" could be a global objective for nations and companies. The authors trace how parts were made in one country, shipped to another, put together then sold, called the "Interchange Plan." This experience taught IBM management how to create a more formal pan-European wide, later worldwide organization in 1949 that could manufacture, sell, and support its products called IBM World Trade. Within a half generation, World Trade did as much business as the American side of IBM.
Lessons learned in forming a pan-European typewriter business made it possible for IBM to develop a pan-European computer business that quickly dominated the mainframe business in Western Europe and in other parts of the world. Just as important, when IBM moved into the computer business, it already had factories, sales offices, and experienced employees in those countries that would become its best customers. These include Great Britain, France, West Germany, the Nordics, Italy, Spain, and a sprinkling presence in every country that eventually became part of the EU. The authors explain how the company created and learned from its "Interchange Plan," operationally and strategically. They explored the accounting level to explain how money and budgets were exchanged across borders when governments had yet to sort out those issues, let alone even allow such exchanges.
The benefits to IBM were both obvious and extraordinary. Obvious ones included reduced operating costs for the manufacture and increased sale of typewriters. Less obvious, but ultimately more important, "this system would also foster interdependence among the various national [IBM] firms," while spreading capabilities across multiple countries so that if one nation were to nationalize or block local IBM production, as occurred during World War II, another plant could pick up the slack. The company used its system in its public relations campaign to promote international trade through American managerial leadership and "to meet the challenges of communism" in the Cold War. Other American corporations—all of them with close ties to IBM's management—took note of what IBM was learning and applied those lessons as well. IBM's country organizations could also claim to be local, since each employed nationals, Fins in Finland, French in France, and so forth.
The lesson urged by these two young historians is an appropriate one at the moment: "think more carefully about the assumption that postwar globalization of European trade can be reduced to 'Americanization'," because IBM's experience reflected a "hybridization of U.S. technology and management in postwar Europe." Apply their suggestion worldwide. IBM was also prepared to experiment and operate in ways that valued expansion into new markets even at the costs of profits. That is one reason why it came to dominate the mainframe market so fast and for so many decades. The wisdom of today's corporate fixation on shareholder value is challenged by this study of how IBM ran its typewriter business.
Perhaps the greater lesson, the more significant observation for why this prize this year is so important, lies elsewhere. For the past two decades, a month has barely gone by without an historian or economist publishing on the interactions of computing technology and business management. E&S is not alone in doing so; Technology & Culture has published some two-dozen similar articles in the new century, and Information & Culture is rapidly becoming another journal with a mix of business/information technology conversations. Petri Paju and Thomas Haigh are more than two gifted prolific article writers, they are teaching a new generation of scholars how to understand the role of information technologies and of management, business operations, and corporate strategy in a world filled with computers. Simply put, this article is seminal, worthy of being studied across multiple disciplines. The Mira Wilkes Prize Committee is to be congratulated for not letting this paper slip through the cracks.
This entry was posted in Business & Management, Business history, Capitalism, Enterprise & Society, Entrepreneurship, Europe, Globalization, Guest contribution, Guest entry, History of Computing, Innovation, Institutions, Peer reviewed article and tagged business history, Europe, globalization, institutions, networks on 2017-10-31 by bbatiz.
Governance structures and market performance
Contractual Freedom and Corporate Governance in Britain in the Late Nineteenth and Early Twentieth Centuries
by Timothy W. Guinnane (Yale University), Ron Harris (Tel-Aviv University), and Naomi R. Lamoreaux (Yale University)
Abstract: British general incorporation law granted companies an extraordinary degree of contractual freedom. It provided companies with a default set of articles of association, but incorporators were free to reject any or all of the provisions and write their own rules instead. We study the uses to which incorporators put this flexibility by examining the articles of association filed by three random samples of companies from the late nineteenth and early twentieth centuries, as well as by a sample of companies whose securities traded publicly. Contrary to the literature, we find that most companies, regardless of size or whether their securities traded on the market, wrote articles that shifted power from shareholders to directors. We find, moreover, that there was little pressure from the government, shareholders, or the market to adopt more shareholder-friendly governance rules.
Business History Review, Volume 91 (2 – Summer 2017): 227-277.
Review by John Turner (Centre for Economic History, Queen's University Belfast)
Tim Guinnane, Ron Harris and Naomi Lamoreaux are three scholars that every young (and old) economic historian should seek to emulate. This paper showcases once again their prodigious talent – there is careful analysis of the institutional and legal setting, a lot of archival evidence, rigorous economic analysis, and an attempt to understand how contemporaries viewed the issue at hand.
In this paper, Guinnane, Harris and Lamoreaux (GHL) examine the corporate governance of UK companies in the late nineteenth and early twentieth centuries. The UK liberalised its incorporation laws in the 1850s and introduced its first Companies Act in 1862. From a modern-day perspective, this Act enshrined very little in the way of protection for shareholders. However, the Appendix to the 1862 Companies Act contained a default set of articles of association, which was the company's constitution. This Appendix, known as Table A, provided a high level of protection for shareholders by modern-day standards (Acheson et al., 2016). However, the majority of companies did not adopt Table A; instead they devised their own articles of association.
The aim of GHL's paper is to analyse articles of associations in 1892, 1912 and 1927 to see the extent to which they shifted power from shareholders to directors. To do this, GHL collected three random samples of circa 50 articles of association for 1892, 1912 and 1927. Because most (if not all) of these companies did not have their securities traded on stock markets, they also collected sample of 49 commercial and industrial companies from Burdett's Official Intelligence for 1892 that had been formed after 1888. However, only 23 of these companies had their shares listed on one of the UK's stock exchanges.
GHL then take their samples of articles to see the extent to which they deviated from the clauses in Table A. Their main finding is that companies tended to adopt governance structures in their articles which empowered directors and practically disenfranchised shareholders. This was the case no matter if the company was small or large or public or private. They also find that this entrenchment and disenfranchisement becomes more prominent over time. However, GHL unearth a puzzle – they find shareholders and the market appeared to have been perfectly okay with poor corporate governance practices.
How do we resolve this puzzle? One possibility is that shareholders (and the market) at this time only really cared about dividends. High dividend pay-out ratios in this era kept managers on a short leash and reduced the agency costs associated with free cash flow (Campbell and Turner, 2011). Interestingly, GHL suggest that this may have made it more difficult for firms to finance productivity-enhancing investments. In addition, they suggest that the high-dividend-entrenchment trade-off may have locked in managerial practices which inhibited the ability of British firms to respond to future competitive pressures and may ultimately have ushered in Britain's industrial decline.
Another solution to the puzzle, and one that GHL do not fully explore, is that the ownership structure of the company shaped its articles of association. The presence of a dominant owner or founding family ownership would potentially lessen the agency problem faced by small shareholders. In addition, founders may not wish to give too much power away to shareholders in return for their capital. On the other hand, firms which need to raise capital from lots of small investors on public markets may adopt more shareholder-friendly articles. The vast majority of companies in GHL's sample do not fall into this category, which might go some way to explaining their findings.
A final potential solution is that the vast majority of firms which GHL examine may have raised capital in a totally different way than public companies, and this shaped their articles of association. These firms probably relied on family, religious and social networks for capital, and the shareholders trusted the directors because they personally knew them or were connected to them through a network. Indeed, we know precious little about how and where the multitude of private companies in the UK obtained their capital. Like all great papers, GHL have opened up a new avenue for future scholars. The interesting thing for me is what happens when private firms went public and raised capital. Did they keep their articles which entrenched directors and disenfranchised shareholders?
Unlike the focus of GHL on mainly private companies, a current Queen's University Centre for Economic History working paper examines the protection offered to shareholders by circa 500 public companies in the four decades after the 1862 Companies Act (Acheson et al., 2016). Unlike GHL, it takes a leximetric approach to analysing articles of association. Acheson et al. (2016) have two main findings. First, the shareholder protection offered by firms in the nineteenth century was high compared to modern-day standards. Second, firms which had more diffuse ownership offered shareholders higher protection.
How do we reconcile GHL and Acheson et al. (2016)? The first thing to note is that most of Acheson et al's sample is before 1892. The second thing to note is that in a companion paper, Acheson et al. (2015) identify a major shift in corporate governance and ownership which started in the 1890s – companies formed in that decade had greater capital and voting concentration than those formed in earlier decades. In addition, unlike companies formed prior to the 1890s, the insiders in these companies were able to maintain their voting rights and entrench themselves. This corporate governance turn in the 1890s is where future scholars should focus their attention.
Acheson, Graeme G., Gareth Campbell, John D. Turner and Nadia Vanteeva. 2015. "Corporate Ownership and Control in Victorian Britain." Economic History Review 68: 911-36.
Acheson, Graeme G., Gareth Campbell, John D. Turner. 2016. "Common Law and the Origin of Shareholder Protection." QUCEH Working Paper no. 2016-04.
Campbell, Gareth and John D. Turner. 2011. "Substitutes for Legal Protection: Corporate Governance and Dividends in Victorian Britain." Economic History Review 64: 571-97.
This entry was posted in Business history, Business History Review, Capitalism, Economic History, Entrepreneurs, Entrepreneurship, Globalization, Guest contribution, Guest entry, Industrial Revolution, Institutions, Peer reviewed article, UK and tagged business history, corporate governance, economic history, Europe, institutions, UK on 2017-10-05 by bbatiz.
No man can serve two masters
Rogue Trading at Lloyds Bank International, 1974: Operational Risk in Volatile Markets
By Catherine Schenk (Glasgow)
Abstract Rogue trading has been a persistent feature of international financial markets over the past thirty years, but there is remarkably little historical treatment of this phenomenon. To begin to fill this gap, evidence from company and official archives is used to expose the anatomy of a rogue trading scandal at Lloyds Bank International in 1974. The rush to internationalize, the conflict between rules and norms, and the failure of internal and external checks all contributed to the largest single loss of any British bank to that time. The analysis highlights the dangers of inconsistent norms and rules even when personal financial gain is not the main motive for fraud, and shows the important links between operational and market risk. This scandal had an important role in alerting the Bank of England and U.K. Treasury to gaps in prudential supervision at the end of the Bretton Woods pegged exchange-rate system.
Business History Review, Volume 91 (1 – April 2017): 105-128.
Review by Adrian E. Tschoegl (The Wharton School of the University of Pennsylvania)
Since the 1974 rogue trading scandal at Lloyds's Lugano branch we have seen more spectacular sums lost in rogue trading scandals. What Dr Catherine Schenk brings to our understanding of these recurrent events is the insight that only drawing on archives, both at Lloyds and at the Bank of England, can bring. In particular, the archives illuminate the decision processes at both institutions as the crisis unfolded. I have little to add to her thorough exposition of the detail so below I will limit myself to imprecise generalities.
Marc Colombo, the rogue trader at Lloyds Lugano, was a peripheral individual in a peripheral product line, in a peripheral location. As Schenk finds, this peripherality has two consequences, the rogue trader's quest for respect, and the problem of supervision. Lloyds Lugano is not an anomaly. An examination of several other cases (e.g. Allied Irish, Barings, Daiwa, and Sumitomo Trading), finds the same thing (Tschoegl 2004).
In firms, respect and power come from being a revenue center. Being a cost center is the worst position, but being a profit center with a mandate to do very little is not much better. The rogue traders that have garnered the most attention, in large part because of the scale of their losses were not malevolent. They wanted to be valued. They were able to get away with their trading for long enough to do serious damage because of a lack of supervision, a lack that existed because of the traders' peripherality.
In several cases, Colombo's amongst them, the trader was head of essentially a one-person operation that was independent of the rest of the local organization. That meant that the trader's immediate local supervisor had little or no experience with trading. Heads of branches in a commercial bank come from commercial banking, especially commercial lending. Commercial lending is a slow feedback environment (it may take a long time for a bad decision to manifest itself), and so uses a system of multiple approvals. Trading is a fast feedback environment. The two environments draw different personality types and have quite different procedures, with the trading environment giving traders a great deal of autonomy within set parameters, an issue Schenk addresses and that we will discuss shortly.
Commonly, traders will report to a remote head of trading and to the local branch manager, with the primary line being to the head of trading, and the secondary line being to the local branch manager. This matrix management developed to address the problem of the need to manage and coordinate centrally but also respond locally, but matrix management has its limitations too. As Mathew points out in the New Testament, "No man can serve two masters, for either he will hate the one, and love the other; or else he will hold to the one, and despise the other" (Matthew (6:24). Even short of this, the issue that can arise, as it did at Lloyds Luggano, is that the trader is remote from both managers, one because of distance (and often time zone), and the other because of unfamiliarity with the product line. A number of software developments have improved the situation since 1974, but as some recent scandals have shown, they are fallible. Furthermore, the issue still remains that at some point the heads of many product lines will report to someone who rose in a different product line, which brings up the spectre of "too complex to manage".
The issue of precautionary or governance rules, and their non-enforcement, is a clear theme in Schenk's paper. Like the problem of supervision, this too is an issue where one can only do better or worse, but not solve. All rules have their cost. The largest may be an opportunity cost. Governance rules exist to reduce variance, but that means the price of reducing bad outcomes is the lower occurrence of good outcomes. While it is true, as one of Schenk's interviewees points out, that one does not hear of successful rogue traders being fired, that does not mean that firms do not respond negatively to success. I happened to be working for SBCI, an investment banking arm of Swiss Bank Corporation (SBC), at the time of SBC's acquisition in 1992 of O'Connor Partners, a Chicago-based derivatives trading house. I had the opportunity to speak with O'Conner's head of training when O'Connor stationed a team of traders at SBCI in Tokyo. He said that the firm examined too large wins as intently as they examined too large losses: in either case an unexpectedly large outcome meant that either the firm had mis-modelled the trade, or the trader had gone outside their limits. Furthermore, what they looked for in traders was the ability to walk away from a losing bet.
But even small costs can be a problem for a small operation. When I started to work for Security Pacific National Bank in 1976, my supervisor explained my employment benefits to me. I was authorized two weeks of paid leave per annum. When I asked if I could split up the time he replied that Federal Reserve regulations required that the two weeks be continuous so that someone would have to fill in for the absent employee. Even though most of the major rogue trading scandals arose and collapsed within a calendar year, the shadow of the future might well have discouraged the traders, or led them to reveal the problem earlier. Still, for a one-person operation, management might (and in some rogue trading scandals did), take the position that finding someone to fill in and bring them in on temporary duty was unnecessarily cumbersome and expensive. After all, the trader to be replaced was a dedicated, conscientious employee, witness his willingness to forego any vacation.
Lastly, there is the issue of Chesterton's Paradox (Chesterton 1929). When a rule has been in place for some time, there may be no one who remembers why it is there. Reformers will point out that the rule or practice is inconvenient or costly, and that it has never in living memory had any visible effect. But as Chesterton puts it, "This paradox rests on the most elementary common sense. The gate or fence did not grow there. It was not set up by somnambulists who built it in their sleep. It is highly improbable that it was put there by escaped lunatics who were for some reason loose in the street. Some person had some reason for thinking it would be a good thing for somebody. And until we know what the reason was, we really cannot judge whether the reason was reasonable."
Finally, an issue one needs to keep in mind in deciding how much to expend on prevention is that speculative trading is a zero-sum activity. A well-diversified shareholder who owns both the employer of the rogue trader and the employers of their counterparties suffers little loss. The losses to Lloyds Lugano were gains to, inter alia, Crédit Lyonnais.
There is leakage. Some of the gainers are privately held hedge funds and the like. Traders at the counterparties receive bonuses not for skill but merely for taking the opposite side of the incompetent rogue trader's orders. Lastly, shareholders of the rogue traders firm suffer deadweight losses of bankruptcy when the firm, such as Barings, goes bankrupt. Still, as Krawiec (2000) points out, for regulators the social benefit of preventing losses to rogue traders may not exceed the cost. To the degree that costs matter to managers, but not shareholders, managers should bear the costs via reduced salaries.
Chesterton, G. K. (1929) ''The Thing: Why I Am A Catholic'', Ch. IV: "The Drift From Domesticity".
Krawiec, K.D. (2000): "Accounting for Greed: Unraveling the Rogue Trader Mystery", Oregon Law Review 79 (2):301-339.
Tschoegl, A.E. (2004) "The Key to Risk Management: Management". In Michael Frenkel, Ulrich Hommel and Markus Rudolf, eds. Risk Management: Challenge and Opportunity (Springer-Verlag), 2nd Edition;
This entry was posted in banking, Britain, Business & Management, Business history, Business History Review, Economic History, Europe, Financial crisis, Globalization, Guest contribution, Guest entry, Institutions, Money & Banking, Peer reviewed article, UK and tagged business history, corporate governance, Europe, financial history, globalization, money, UK on 2017-05-16 by bbatiz.
Historicising Business Strategy
Evolving Ideas about Business Strategy
by Pankaj Ghemawat (NYU Stern, USA and IESE Business School, Spain)
This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop-off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some generalizations about the types of dynamic strategy frameworks—and strategy frameworks in general—that managers are likely to find helpful versus those that they are not.
Source: Business History Review 90, 1-23 (DOI: https://doi.org/10.1017/S0007680516000702)
Review by Kyle Bruce (Macquarie University, Australia)
Ghemawat's 2017 paper below should not be read in isolation but as part of a round table organized at Harvard Business School that brought together historians and management scholars to discuss the origins of ideas in business and management. The results of the round table were published as a special edition of the Business History Review. In this sense, Ghemawat's contribution to the special issue and its discussion by Chris McKenna (in the same special issue) came to an independent yet similar conclusion to that expressed by Nobel laureate Robert Shiller, who suggested "that in the age of social information networks, economists need to rethink how and why information really spreads." (See a summary of Shiller's ideas in The Role of Narratives in Economics).
It is laudable that the executive editors of the Business History Review created a space to disseminate the results of the round table through the journal. However, as you will read below, Kyle Bruce questions whether this is the right way to engage other management scholars in business history as, strictly speaking, the contribution by Ghemawat would be found wanting as scholarly work of international standing.
A final note is that in its comments to Ghemawat, even McKenna gets it wrong by pointing to Lotus 1-2-3 as the first spreadsheet. It actually was VisiCalc.
Having said that, the aim in this space is to generate academic debate through a blog format. So by all means do chip in.
Bernardo Bátiz-Lazo
General Editor NEP-HIS & Editorial Board member, Business History Review.
As a historian and teacher of strategy and, moreover, as a close follower of Ghemawat's work, I was very much looking forward to his recent update of his 2002 BHR paper on the history of the sub-discipline. I habitually invoke the decade-and-a-half old piece as background reading for my Executive MBA strategy students and hitherto have experienced little, if any, pushback from students typically cagey about the words "theory" or "history". Regrettably, I am not so sure the updated paper under review here will escape unscathed for the simple reason that it is pretty tough to follow. Let me explain.
After briefly overviewing the 2002 paper that in essence discerned a profusion of new ideas about strategy – particularly those embodying a more dynamic approach – dating from the early to mid-80s, Ghemawat introduces his new findings. After a big peak in the mid-90s, there has been a marked drop-off in new ideas, but dynamics "is a sustained interest focus of strategic innovation rather than one of passing interest" (p. 5; emphasis added). So far, so good you might think, but I started to worry about the phraseology ("strategic innovation"?) attendant on the use of analytical tools from strategy and adjacent sub-disciplines to make sense of his findings; namely, "what should one make of the drop-off overall and the shift toward more attention to dynamics? And what, if anything, should be done?" (p. 8).
Pankaj Ghemawat
Unless the strictures concerning the dreaded "so what?" question have been lifted in history journals such as BHR, I could not discern after several reads a compelling argument as to why readers should be at all bothered by the findings presented? For students of the strategy-as-practice literature, for instance, the suggestion there's fewer models and frameworks out there for practising managers to employ is not a concern given they probably don't use them anyway. For my MBA students who routinely complain of framework fatigue, again, the theory drop-off is not a problem. And so, for me, the remainder of the paper was rather superfluous and unnecessarily complex. Curiously, I think Ghemawat makes it so when he concludes that while it's certain there's been a drop-off in the "rate of development of big new strategy ideas/frameworks, it is much harder to be definite about the welfare implications" (p. 10; emphasis added). For me, this conclusion renders redundant both the ensuing "what is to be done" question he poses, as well as the next eight-and-half pages of the article devoted to "a critical assessment of frameworks new and old" (p. 2).
After several reads of these aforementioned pages, I could not really follow or appreciate the "irreversibility" and "uncertainty" dimensions utilised to assess how dynamic current frameworks really are. However, I felt comforted when Ghemawat concludes that "quite a few" of said frameworks "seem subject to some practical limitations" (p. 19). This comfort was short-lived, though, when he finishes the paper with the frustrating and seemingly throwaway line that the way forward, as it were, "is to shift some attention away from the chronologies of frameworks to historiography that attempts to assess them in some fashion" (p. 21). I immediately asked myself: "well, why didn't he just do this, then??"
For me, and I trust also BHR readers, a historiographical piece embodying intellectual history, actor-network theory, or sociology of scientific knowledge to account for the "trials of strength" in strategy theory, the tension between contributions from the academy and those from business practice, and the current fascination with dynamics, would have been an easier and more interesting read. Like much being published in business and management history journals of late, Ghemawat's paper is short on actual history and, notwithstanding the final sentence, even short on how to DO history. I was left wondering why this paper was published in this journal and asking myself what this paper's place tells me about BHR? I have no answers for these questions but look forward to some in due course.
Ghemawat, P. (2002) "Competition and Business Strategy in Historical Perspective", Business History Review 76(1): 37-74. (DOI: https://doi.org/10.2307/4127751)
This entry was posted in Business & Management, Business history, Business History Review, Globalization, Guest contribution, Peer reviewed article and tagged business history, globalization on 2017-04-10 by bbatiz.


text:
using System;
using System.Collections.Generic;

using Octo.Core.EventSourcing;
using Octo.Core.ServiceBus;

namespace Octo.Core.Cqrs.Common
{
    internal class DomainRepository<TAggregateRoot> : IDomainRepository<TAggregateRoot> where TAggregateRoot : IAggregateRoot, new()
    {
        private readonly IEventStore<TAggregateRoot> _eventStore;

        // todo 1147 to think about better _internalStore implementation
        private readonly Dictionary<Guid, object> _internalStore = new Dictionary<Guid, object>();

        private readonly Func<IServiceBus> _serviceBusFactory;

        public DomainRepository(Func<IServiceBus> serviceBusFactory, IEventStore<TAggregateRoot> eventStore)
        {
            _serviceBusFactory = serviceBusFactory;
            _eventStore = eventStore;
        }

        public TAggregateRoot GetById(Guid aggregateRootId)
        {
            object value;
            if (_internalStore.TryGetValue(aggregateRootId, out value))
            {
                return (TAggregateRoot)value;
            }

            var aggregateRoot = new TAggregateRoot();

            var events = _eventStore.GetEvents(aggregateRootId);
            aggregateRoot.LoadFromHistoricalEvents(events);

            return aggregateRoot;
        }

        public void Save(IAggregateRoot aggregateRoot)
        {
            var uncommittedEvents = aggregateRoot.UncommittedEvents;

            _eventStore.Insert(uncommittedEvents);

            aggregateRoot.CommitEvents();
            _internalStore[aggregateRoot.Id] = aggregateRoot;

            foreach (var uncommittedEvent in uncommittedEvents)
            {
                _serviceBusFactory().Publish(uncommittedEvent.Event);
            }
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
The factors of code review – dxw digital
For as long as there have been professional software developers, there's been code review. Whether it's a formal process, or a cursory glance by a colleague before pushing the code to production, for many teams, code review is an essential part of the development process.
This is a common practice in other fields too. I trained as a journalist in my early days, and a subeditor would look over my work before my articles would get published. In academia too, you'd do a thorough peer review process before publishing a paper.
But, like with automated testing, we often go into autopilot with code reviews, without stopping and asking ourselves why we do them.
At dxw, we're trying to standardise our approach to code review. With this in mind, I thought it might be useful to sketch out some of the reasons why teams review code and how some of those reasons can come into conflict with one another.
Reasons for doing code reviews
1. Safety and reliability
Is this code safe? Does this code have a security hole, or is there a less known exploit that the developer hasn't thought about? Are there any situations where the code may break? Could we rewrite this feature to make this code more reliable?
Is this code likely to suffer from performance problems when it goes into production? Could a few tweaks here and there improve the performance of the code?
3. Teaching/Learning
This is particularly true if the author is more junior than the reviewer, or is less familiar with the language/framework being used. Is there a feature in the language/framework that makes what the author is trying to do easier or more expressive? The reverse is also true – code reviews can be a great opportunity for developers at any level to learn by seeing how a colleague has solved a problem.
4. Readability
Did anything in this feature make the reviewer stop and think, "What's going on here?" A quick, "Can you explain what you did here?" can be a nice forcing function for the author to go over their work again and tweak the code so it better expresses the intent of the code.
5. Style
We use Standard.rb to lint our code, which saves bikeshedding about code style. There can still be times where new code may not be consistent with other code, or may not match the idioms used in a particular framework. This can cause problems with maintaining the code in future, especially when handing it over to new teams, and makes for a messier codebase in general.
6. Showing working
Does the format of the pull request clearly spell out how it has been implemented? Does each commit clearly spell out what's been done, together with a narrative of why it's been done in a particular way to help out future devs? Is there a need for documentation, either in the comments, in the Readme, or in the form of Architectural Decision Records?
The conflicts that can exist in code reviews
These factors fall into 2 distinct approaches to code review. The first (which covers things like style, safety, and performance) suggest a systematic approach to code review, reviewing each line of code, and looking for any potential issues. The second approach brings a more holistic view to the codebase, thinking about not only the code being reviewed, but also the impact on other aspects of the project, both code related and non-code related.
However, depending on where you work, how you work and who's in your team, these 2 approaches may come into conflict with each other.
Consider a team in a large corporation who are trying to move on from "big bang" release processes to a more agile, incremental release process. They are risk averse, so may see code review as a quality assurance process, where other developers "rubber stamp" code before it gets released. They may see the "softer" factors, such as using code review as a learning tool, to be unnecessary distractions from shipping the code.
Similarly, a team working at pace on an alpha project might see considerations about reliability and long term usage not to be a concern, as they're much more focussed on shipping a demonstrator which may well be thrown away at the end of the project.
The makeup of a team is also likely to cause factors to clash. For example, a team mainly made up of junior or mid level developers is more likely to prioritise learning over some of the other factors, whereas this would be less of a concern for a team made up of more experienced developers.
Work out what's important
Code review, like many parts of a developer's life, is a complicated business. It's not just a case of working out all the possible reasons why we review code and then optimising for them all. That's impossible, and depending on various things, like team makeup, the goals of a project and your own values as a team, it may be that your team will value some factors over others, and some factors may not even be a consideration.
When coming together as a team, it's important to make sure that you agree on what factors you value, to save time working on things that the team don't value, and prevent causing possible friction between team members.
With this in mind, the tech team at dxw are starting to reappraise what's important to us when it comes to code review. We're going to use these factors to help us think about why we do code reviews, and what we want to get out of them which will help us to get even more out of our code reviews.
The post The factors of code review appeared first on dxw digital.
Original source – dxw digital

redpajama_set_name: RedPajamaCommonCrawl


text:
Provincia Buenos Aires este una dintre provinciile Argentinei, localizată în partea estică, și are ieșire la Oceanul Atlantic. Capitala provinciei este La Plata.

Vezi și
 Provinciile Argentinei

B

redpajama_set_name: RedPajamaWikipedia


text:
Plymouth family speaks out about Washington County High School stabbing
GREENVILLE, N.C. (WITN) – A family here in the east is speaking out after fights at Washington County High School left one cheerleader suspended and a student resource officer injured.
The Washington County Sheriff's Office tells WITN the deputy was stabbed with a pen, but the mother of the girl involved in a fight Friday night wants to tell her side of the story.
Friday at the Washington County High School basketball game, mother, Melanie Jackson, says there were three fights.
"I'm here to clear it up – the cheerleaders was not involved with a resource officer being stabbed," said Jackson.
According to Jackson, one fight was between her daughter Brooke Blount, her varsity cheerleading coach, and another cheerleader.
The second, she says, was a verbal fight between a cheerleader and a fan, and she claims, the third was a fight between the varsity cheerleading coach, the cheerleading coach's family member and her. She says that was the confrontation involving the Student Resource officer.
"Someone tried to disable like solved the problem. The officer kind of reacted, when she jumped she got hit and she kept saying 'I got hit, I got hit' and we were trying to explain that she got hit by mistake" said Jackson.
The Washington County Sheriff's Office is investigating the fights. Chief Deputy Arlo Norman said he cannot comment on the ongoing investigation but they are reviewing video that shows who's involved.
"There's not too much information I can give at this time because it is on an ongoing investigation – but I am here to tell you… It was not that the officer got stabbed. That was not the case. She did not get stabbed and it was not dealing with no cheerleaders," said Jackson.
Jackson's daughter is the only one to be suspended at this point. She tells us she doesn't understand why and feels like it's favoritism.
WITN wanted to talk with the cheerleading coach. When we called the high school, they referred us to the superintendent who sent Jacyn Abbott's a text on her phone with the statement she provided to us yesterday.
12:00 p.m. - 5:00 p.m.


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Copyright © 33 x 119cm Free Standing Cabinet By Symple Stuff in Conservatory All right reserved.


Sorry, you missed City Enrolment Hub at Building B, Level 2.
Demand that Building B, Level 2 gets added to the next tour!
You missed City Enrolment Hub at Building B, Level 2.
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Commons 'Early Day Motion 1104' (now replaced by EDM 1188 which addresses the government's revised version of its 'secondary legislation') was submitted by Labour MPs along with Green Party MP Caroline Lucas and LibDem MP (and health select committee member) Andrew George.
This vital new EDM aims to annull the government's 'secondary legislation' under Section 75 of the NHS Act. The first version of this legislation was a clear attempt by the government to force Clinical Commissioning Groups to invite private health providers to bid for all NHS contracts.
That version was withdrawn because of Labour's staunch resistance and a brave stand by LibDem Andrew George. Jeremy Hunt said the new rules would be rewritten to resolve LibDem concerns – but the new version is just as bad for a genuine, national NHS as the first was.
A few LibDem MPs signed this vital motion – but far more did not. The success of this motion hangs on the remaining LibDems (and perhaps a few honest Tories) doing the right thing and signing the new EDM1188 so that the government knows that it will be defeated if it proceeds.
Congratulations to those LibDems who did the right thing with the previous EDM. But it's essential to get them and the rest of their colleagues to sign up to the new one, too.
If you live in a LibDem constituency, please write to your MP via TheyWorkForYou and demand that they sign. With enough pressure, we can make sure that this particular attempt to dismantle the NHS is strangled at birth.


IVAN SRŠEN is an editor, translator, and writer. In 2007 he started the Zagreb-based independent publisher Sandorf, presenting quality nonfiction in translation and ex-Yugoslavian fiction writers. He published a novel, Harmattan, and a collection of short stories, Fairy Tales from the Coffee Machine. He has translated a range of authors from English to Croatian including Frank Zappa, Henry Rollins, and Robert Graves. He lives in Zagreb, Croatia. He is the editor of Zagreb Noir.
Featuring brand-new stories translated from Croatian by: Ivan Vidić, Josip Novakovich, Andrea Žigić-Dolenec, Robert Perišić, Mima Simić, Pero Kavesić, Nada Gašić, Zoran Pilić, Ružica Gašperov, Darko Milošić, Nora Verde, Ivan Sršen, Neven Ušumović, and Darko Macan.
Eastern European history is filled with noir-ish and harrowing tales, and Zagreb, the capital city of Croatia, certainly has its fill. Editor Sršen has curated a diverse, powerful, and dramatic group of stories that offer tremendous insight into the perspectives of contemporary Croatians.
Read Zagreb Noir editor Ivan Sršen's guest post for the New York Review of Books about Croatia's participation as a finalist in the 2018 World Cup.
Read a feature on Zagreb Noir at The Calvert Journal.
Read Ivan Sršen's introduction to Zagreb Noir at Literary Hub.


text:
Q: Como escanear redes WiFi en Android Estoy teniendo una serie de problemas que espero me podáis resolver. Soy muy novato en Android y estoy buscando ejemplos válidos para escanear las redes WiFi con el móvil. En todos los ejemplos que le he cargado, surge el mismo problema, no encuentra nunca ninguna red, cuando no es cierto.
Ahora mismo estoy usando este código de ejemplo, que en teoría debería funcionar pero no lo hace. ¿Qué puede ser?
public class MainActivity extends AppCompatActivity {

private Element[] nets;
private WifiManager wifiManager;
private List<ScanResult> wifiList;
private TextView tv;

Dialog dialog;
@Override
protected void onCreate(Bundle savedInstanceState) {
    super.onCreate(savedInstanceState);
    setContentView(R.layout.activity_main);

    Toolbar toolbar = (Toolbar) findViewById(R.id.toolbar);
    setSupportActionBar(toolbar);

    FloatingActionButton fab = (FloatingActionButton) findViewById(R.id.fab);
    fab.setOnClickListener(new View.OnClickListener() {
        @Override
        public void onClick(View view) {
            tv = (TextView) findViewById(R.id.textView);
            tv.setText("");

            detectWifi();
            Snackbar.make(view, "Scanning wifi ...", Snackbar.LENGTH_LONG)
                    .setAction("Action", null).show();
        }
    });
}

//********************  HAM DO TIM WIFI  *********************
public void detectWifi() {
    this.wifiManager = (WifiManager)getApplicationContext().getSystemService(Context.WIFI_SERVICE);
    this.wifiManager.startScan();
    this.wifiList = this.wifiManager.getScanResults();

    Toast.makeText(this, "So wifi tim thay: " + wifiList.size(), Toast.LENGTH_SHORT).show();

    this.nets = new Element[wifiList.size()];//khoi tao mang nets voi so phan tu = so phan tu cua mang wifiList.
    for (int i = 0; i < wifiList.size(); i++) {

        String item = wifiList.get(i).toString();
        //Toast.makeText(this, item, Toast.LENGTH_SHORT).show();

        String[] mang_item = item.split(",");//cat chuoi nhan duoc thanh roi luu vao mang_item.
        String item_ssid = mang_item[0]; //lay ra chuoi "SSID: name wifi"
        String ssid = item_ssid.split(": ")[1]; //cat chuoi "SSID: name wifi" => tao thanh mang 2 phan tu la SSID va name wifi|| String ssid la ten => lay o phan tu thu 1 cua mang

        nets[i] = new Element(ssid);
    }

    AdapterElements adapterElements = new AdapterElements(this);
    ListView netList = (ListView) findViewById(R.id.lv_ssid);
    netList.setAdapter(adapterElements);
    netList.setOnItemClickListener(new AdapterView.OnItemClickListener() {
        @Override
        public void onItemClick(AdapterView<?> adapterView, View view, int i, long l) {
            //Toast.makeText(getApplicationContext(), nets[i].getTitle() + "", Toast.LENGTH_SHORT).show();

            showdialow(nets[i].getTitle());
        }
    });

    //showdialow();
}

//********************  SHOW DIALOG  *********************
public void showdialow(final String ten_wifi) {
    dialog = new Dialog(MainActivity.this);
    dialog.setTitle("Nhập mật khẩu wifi");
    dialog.setCancelable(true);
    dialog.setContentView(R.layout.dialog_layout);

    Button btn_DongY = (Button) dialog.findViewById(R.id.btn_dongy);
    Button btn_Huy = (Button) dialog.findViewById(R.id.btn_huy);
    final EditText edt_Password = (EditText) dialog.findViewById(R.id.edt_password);

    CheckBox checkBox = (CheckBox) dialog.findViewById(R.id.cb_show);
    checkBox.setOnCheckedChangeListener(new CompoundButton.OnCheckedChangeListener() {
        @Override
        public void onCheckedChanged(CompoundButton buttonView, boolean isChecked) {
            if (!isChecked){
                edt_Password.setTransformationMethod(PasswordTransformationMethod.getInstance());
            }
            else {
                edt_Password.setTransformationMethod(HideReturnsTransformationMethod.getInstance());
            }
        }
    });

    btn_DongY.setOnClickListener(new View.OnClickListener() {
        @Override
        public void onClick(View v) {
            String matkhau = edt_Password.getText().toString();

            if (TextUtils.isEmpty(matkhau)) {
                edt_Password.setError("chưa nhập password");
            }
            else{
                Toast.makeText(MainActivity.this, "Tên wifi: " + ten_wifi + " Mat khau: " + matkhau, Toast.LENGTH_SHORT).show();
                dialog.dismiss();
            }
        }
    });
    btn_Huy.setOnClickListener(new View.OnClickListener() {
        @Override
        public void onClick(View v) {
            dialog.dismiss();
        }
    });
    dialog.show();
}

class AdapterElements extends ArrayAdapter<Object> {
    Activity context;

    public AdapterElements(Activity context) {
        super(context, R.layout.items, nets);
        this.context = context;
    }

    public View getView(int position, View convertView, ViewGroup parent) {
        LayoutInflater inflater = context.getLayoutInflater();

        View item = inflater.inflate(R.layout.items, null);
        TextView tvSsid = (TextView) item.findViewById(R.id.tvSSID);

        tvSsid.setText(nets[position].getTitle());

        return item;
    }
}

Muchas gracias a todos de antemano.

A: Tienes que hacer lo siguiente, declaras estas variables:
WifiManager wifi;
String wifis[];
WifiScanReceiver wifiReciever;

Ahora, tienes que declarar esta clase:
private class WifiScanReceiver extends BroadcastReceiver {
    public void onReceive(Context c, Intent intent) {
        List<ScanResult> wifiScanList = wifi.getScanResults();
        wifis = new String[wifiScanList.size()];

        for(int i = 0; i < wifiScanList.size(); i++){
            wifis[i] = ((wifiScanList.get(i)).toString());
        }
    }
}

Escribiendo esto ahora debería recuperarte las redes wifi disponibles:
wifi=(WifiManager)getSystemService(Context.WIFI_SERVICE);
wifiReciever = new WifiScanReceiver();

wifiReciever.onReceive(null, null);

wifi.startScan();

Tienes que asegurarte que tienes los siguientes permisos en el manifest:
<uses-permission android:name="android.permission.CHANGE_WIFI_STATE" />
<uses-permission android:name="android.permission.CHANGE_NETWORK_STATE" />

y (aunque no se si es necesario al 100%, quiero pensar que si) tener el wifi de tu smartphone activado

redpajama_set_name: RedPajamaStackExchange


Daily Bible Verse 101: Congratulations to you who are poor.
"Blessed are you who are poor, for the kingdom of God is yours." (Luke 6: 20).
St Luke gives his version of the Beatitudes in Luke 6: 20 - 26).
The Beatitude is a faithful portrait of the character of Jesus the Messiah, the Faithful Servant. It begins with a key attribute: material poverty. Jesus was born of poor parents in a manger. He lived in a poor neighborhood of Nazareth. After he attained the age of puberty, He became an apprentice carpenter in His father's workshop.
When Jesus began His teaching with "Congratulations to you who are materially poor..." His audience would have been delighted. Let us head to the Catechism to see what the Church teaches us on the Beatitudes.
"The Beatitudes reveal the goal of human existence, the ultimate end of human acts: God calls us to his own beatitude. This vocation is addressed to each individual personally, but also to the Church as a whole, the new people made up of those who have accepted the promise and live from it in faith." (CCC 1719).
Man does not live on bread alone. Man does not live on money alone. There is life for man in every word that comes from the mouth of God. (Cf Matthew 4: 4).
The Beatitude is the blueprint of our Journey of Faith. Follow it as faithfully as you follow the GPS and it will lead you to our true Homeland.


You will love this Chatham Treasure! Located in a quaint neighborhood of beautiful homes and just a short distance to Hardings Beach and Ridgevale Beach! Also a short distance to the Bike Trail, restaurants, shops and more. This immaculate home was recently updated in 2017. The kitchen has brand new stainless steel appliances and new counter tops. The property is very light and bright which is a great place to enjoy the Summer and the Fall. Comfortably furnished living room area and spacious dining area add to this desirable rental property. Put your feet up and enjoy a cocktail or a cup of coffee on the deck with outdoor furniture and gas grill. You will truly enjoy the peaceful setting. Central air conditioning and ceiling fans will keep you comfortable and a wonderful gas fireplace for the off season months. Master Bedroom has a private bath and there is a second bath located near living room/kitchen and two additional bedrooms. After a day at the beach or a day on the Bike Trail step into an enclosed outdoor shower. There is additional Non-refundable Reservation Fee of $125 and Cleaning fee of $160 in addition to the rental fee.
BEDROOM #1: QUEEN, BEDROOM #2: TWO TWINS, BEDROOM #3: TWIN TRUNDLE BED. SATURDAY TO SATURDAY. NO PETS OR SMOKING ALLOWED.
Very Clean, Adequate Space for family of 5, good, quiet location. Well Stocked Kitchen. Central Air Conditioning. Washer/Dryer Great.
What did you like best about this rental? Central Air, condition of property, quiet neighborhood, washer/dryer, outdoor shower, new grill, 2 cars wide parking. Would like to return next year.


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The Superlicks @ Leanne & Ollie's Wedding
What could be better than a wedding venue attached to a fantastic Yorkshire brewery? We would be hard pressed to think of one? The Wold Top brewery at Hunmanby Grange really was the perfect location to celebrate Leanne and Ollie's Wedding day. The brewery is a...
The Superlicks @ Kelly and Ricky's Wedding
This weekend we were delighted to perform at the Half Moon Inn, for Kelly and Ricky's wedding reception. After a beautiful day of fun and drinks, we were thrilled to take to the stage in a fantastic Marquee to entertain the happy couple and their family and...
The Superlicks @ Minster FM's Breakfast Show
We kicked off our Friday morning, bright and early to join Minster FM host Ben Fry. It was loads of fun to pop into the Breakfast Show and have a chat with Ben and perform a song live on air. We would like to thank Ben and the team for having us on the show! It was a...
The Superlicks @ Helen and James' Wedding
For Helen and James' special day, we we're treated to a picturesque countryside setting at The Coniston Hotel. This really is a fantastic venue to celebrate in style. Not only was the location stunning, but Helen and James made us feel extremely welcome,...
The Superlicks @ York Races – Press Family Sunday
We were really glad to be asked back to York Racecourse this season to perform for the crowds. Last year we had some fantastic experiences, so we we're delighted to have the opportunity to come back for more fun in 2018. The Press Family Sunday was an awesome...


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Home > Video Tips > Einthusan Alternatives: 5 Sites for Streaming Free Movies and TV Shows
Einthusan Alternatives: 5 Sites for Streaming Free Movies and TV Shows
There is no doubt that Einthusan website is among one of the best websites where they can stream popular Hindi and other dubbed Bollywood movies for free. The huge collection of popular movies on this website makes it an ideal choice for users. Regional movies of South India like Telugu movies, Tamil movies are available for free streaming for all users.
Moreover, Enthusian website offers free streaming to its users in their preferred video streaming qualities with enabled HD video quality options. The graphic user-interface of this free movie streaming website is also really very high and attractive for its users. An ads-free streaming experience of popular Hollywood movies on this website is also among one of its core features.
Some more information about Einthusan:
Einthusan Login
You can watch movies without creating an account on Einthusan, but there will be annoying ads. If you want to watch movies without ads, you can pay a one-time fee. Once you have paid, Einthusan login procedure is easy as you need to enter your credentials, including your email ID and password. After logging in successfully, you can enjoy watching movies without ads appearing.
Einthusan App
If you want to watch movies on Einthusan on your mobile device, you will be disappointed to know that there is no app for it currently. If you search for Einthusan app on the Google Play Store, you'll find many mirror similar apps as the original Einthusan app has been pulled offline due to unknown reasons.
We do not recommend installing the fake Einthusan apps available on the Play Store as these third-party apps could be infected with malware which poses a security risk to your device as well as to the data stored on your device. There are many third-party app stores that are offering Einthusan apk, but none of them points to the original website.
Einthusan Downloader
If you search on the internet, you'll find plenty of Einthusan downloader links, but not all of them are legit. There are many websites that falsely advertise themselves as an Einthusan downloader and spam you with advertisements. We strongly advise our readers to beware of such websites.
Einthusan Kodi Addon
For cord-cutters, Einthusan Kodi addon exists, and you watch the movies from the website on Kodi software with much ease. You can download the Einthusan addon for Kodi from the Reasons Kodi repository. If you want to watch free movies on Kodi, you can also refer to our list of Kodi movie addons.
Is Einthusan legal?
This is a tricky question as the website is banned in many countries, including India. An essential Google search points to many links that suggest that Einthusan dupes users by charging them a one-time fee for watching pirated content. However, on the Einthusan website, you'll find them advertising themselves as a "100% Legal Entertainment" website with a catalog of 4000+ legally licensed content.
So there is no clear answer to the question, "Is Einthusan legal?"
However, Enthusian website is no longer serviceable for its users due to several piracy violations norms which it has obstructed. So the Indian government had decided to take strict action against this website which has resulted in a permanent ban on this website.
Also Read: Why Use KickAss Proxy Sites?
There is no way to unblock KickAss, but proxy sites that host torrent files are accessible. If you want to download torrents, you can use KickAss proxy sites to download your favourite movies/TV shows from a wide range of torrent files and magnet links.
So, in this article, we are going to list some of the best 5 alternatives websites to Enthusian, which can be considered for free movie streaming purposes. Here we go with the first one:
1. Hotstar
Hotstar website is possibly the best substitute of Einthusan website which offers to stream of various popular Hollywood movies in HD video streaming quality. Apart from Hindi movies of Hollywood, several different South Indian movies are also available on this website like Telugu movies, Tamil, Bengali, Malayalam, Gujarati movies etc. Moreover, Hotstar has its dedicated streaming app for iOS and Android users which is available for free on Google Play Store and App Store. Popular dubbed movies of Hollywood can also be streamed on Hotstar in Hindi language. Furthermore, the Hotstar website also takes the broadcasting coverage of popular sports like Cricket, Badminton, Tennis, and Football, etc. Popular Indian web series and drama series are also available on Hotstar for online streaming purposes for the users. There are several premium plans available on Hotstar for the users. Online video streaming quality can be set manually on Hotstar according to your preferences. The graphic user-interface of Hotstar is also pretty much attractive and optimized for the users, which will make sure that users will get a better streaming experience.
2. Yuppflix
Yuppflix is an awesome free streaming website for users who want to stream all types of popular Bollywood and Hollywood movies. And not only popular movies, Yuppflix website has also added popular web series and TV shows of all time. The available media content on the Yuppflix website has been categorized according to their genres, language, popularity, Top IMDB, etc. That's why it becomes quite easy for the users to find the movie which they want to stream online on this website. Furthermore, the majority of the movies which are available on this Yuppflix website are present in HD video streaming quality for the users. There is no need to register yourself on this website to start streaming movies and TV on Yuppflix. All the full-length movies and web series are available on this website which is probably one of the most appealing features for the users. So, definitely, Yuppflix website can be regarded as one of the finest and the best possible alternate of the Einthusan website which is no longer available for the users.
3. SonyLIV
This website is another very impressive choice for all the users who want to get an ideal alternate of the Einthusan website. There is a huge collection of both Hollywood and Bollywood movies are available on this website. The huge database of this website is probably the biggest advantage for the users which has Millions of different movies, Documentaries, Short films, TV shows, and web series in it. The excellent graphic user-interface is also a part of the brilliant features of SonyLIV, which makes it a popular choice among the users. SonyLIV website has divided its media content into several categories, just like most of the popular streaming website does for the user's convenience. Movies in a lot of different genres like comedy, action, romance, thriller, horror, etc. are available on this website. SonyLIV website will also recommend a lot of different movie names to its users so that they can stream them hassle-free. So, definitely, this feature will help you a lot as you can search your favorite movies according to your moods and requirements. The available movies on this website are available in Top IMDB rating, which is again one of the best parts of this website. That's why in one note, everyone can switch to the SonyLIV website in place of the Einthusan website to experience some high-quality stuff and features.
4.YouTube
YouTube offers the best collection of movies and TV shows to its users exclusively for free. The only downside of YouTube is that there are a lot of pop-up ads displayed while streaming online on YouTube, which is very annoying for the users. However, if you have installed an adblocker on your PC, then you will not get annoyed because that software will block all the ads. Users can easily search all the available movies and TV shows directly from the search bar open at the top of the display screen. Just enter the keyword of the film, TV show, or any web series which you are looking for in that search box to proceed with the search. The graphic user-interface of the YouTube app is also pretty much appealing for the users, which is fully optimized and enhanced. Users can also create their playlist on YouTube app in which they can add all their favorite movies and TV shows to watch them later. YouTube will also provide you the suggestions about different available movies based on your search history and watch history. Furthermore, most of the movies available on YouTube can also be downloaded for an offline streaming purpose which is probably one of its core features.
What kind of downloading media instruments can be categorized as downloaders for HD HQ 4K from YouTube?
Ultra HD video files of 4K, 5K, 6K or even 8K resolutions, let alone HD 1080p and 720p, should at least be supported from YouTube. The quality of the output video should be of high quality with hardly any degradation of the picture.
Best 4K & 3D Video Downloader
Gihosoft TubeGet is an easy to use video, audio and subtitle downloader that is not restricted to YouTube.
With one click, it enables you to extract 4K YouTube videos and the best quality channel. You can save your videos in MKV, MP4 and 3GP.
5. YuppTV
YuppTV website is probably another very excellent option available for the users as a suitable alternate of Einthusan website. The latest collection of popular Bollywood movies and Indian TV shows on YuppTV website is pretty much impressive for the users. YuppTV website is having one of the most attractive graphic user-interface, which is also pretty much attractive and appealing for the users. This free online movie streaming website also contains one of the greatest libraries of movies and different TV shows on its database. Just complete the registration process on this website and login with your credentials to start streaming online on this website for free. The online streaming experience will surely get enhanced because of its intuitive and attractive graphic user-interface. This website will also suggest new movies to watch, which are based on your recent watch history. The videos are sorted in alphabetical order on the YuppTV website, which makes it easy for the users to search for the movies. So the YuppTV website is a very popular choice among users from all around the world.
This article was all about the detailed description of the popular alternates of the Einthuisan website, which is no longer available. We had listed top and hand-picked solutions for our users to replace the Einthusan website.
Please share all your experiences and comments with these alternates with us in the comments section below. You can also mention your first pick from this list so that it can be helpful for others to get some genuine reviews. Please comment down any other free movie streaming website which you think can be a perfect alternative to the Einthusan website.
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Beer sales in Wisconsin down? Seems… wrong.
Figures from the Department of Revenue show that beer tax collections dipped last year to $9.3 million. That's down from $9.6 million in 2010 and $9.9 million in 2009.
But tax rates aside, beer sales in Wisconsin have been flattened by the recession, says Chris Thorne, vice president of communications for the Beer Institute in Washington, D.C., an industry group.
Don't panic, craft beer drinkers. No slowdown there.
Thorne adds that the growing popularity of fuller-flavored "craft beers" is also having an impact. Less craft beer is sold by volume than American-style beer, which equals less tax collected.
"Craft has grown its percentage, which has impacted the overall volume of sales," he says.
Don't blame me. I'm doing my part.
Newer PostThe History of Beer Cans!
Older PostWhere's That Crappy Beer Come From?


WHY DO SO FEW CITIZENS BOTHER TO VOTE? AND WHY ARE WE MAKING IT HARDER TO VOTE IN THE FIRST PLACE?
Every four years, less than 55 percent of the citizens vote for who they want as the next President. It is even worse in the midterm elections when less than 40 percent of the citizens vote for Representatives and Senators. Yet in several other industrial nations — Austria (75%), Belgium (89%), and Germany (71%) — the voting may get as high as 70 to 90 percent.
Libertarians could argue that citizens have the right not to vote. There is nothing in the Constitution requiring citizens to vote. They may have good reasons not to vote, such as no candidate addresses their interests, or it takes too much time, or it counts for too little.