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71.
72.
Richard A. Epstein 《Journal of Cultural Economics》2003,27(3-4):259-274
Ordinary markets allow parties, not the state, to value property and projects. But they do not account for subjective value in such traditional contexts as condemnation. An awareness of these nonmarket values helps overcome any categorical opposition to the use of the contingent valuation method (CVM) to value cultural and environmental resources. But accurate CVM should measure all values, positive or negative, tononowners; it should apply generally to any substitute projects; and it should seek to account for diminishing marginal value of additional resource units. CVM should be used only to aggregate nonmarket preferences, not to skew the political debate to cultural or environmental objectives. 相似文献
73.
John Marshall is best remembered asthe first resident director of the RockefellerFoundation's Study and Conference Center atBellagio. Yet, his influence on knowledge,thought, and practice rivalled that of any ofhis contemporaries at the Rockefeller. Thispaper describes how he `went about hisbusiness' as a Foundation officer, and examineshis contribution to the creation of atransatlantic community of like-mindedtheorists and practitioners of communications. 相似文献
74.
75.
Richard Magat 《Publishing Research Quarterly》1991,7(2):69-83
The number of books and journals published about philanthropy is growing. This article examines that growth, looks at which book and journal publishers are most active in the field, and explores the publishing environment. Philanthropy's interdisciplinary nature raises questions about audience and markets, as well as authors and publishers. 相似文献
76.
Richard Blackwell 《Higher Education Quarterly》1996,50(2):156-171
Peer Observation of Teaching (POT) is a little used way of stimulating reflection on and improvement of teaching. It is an unusual form of staff development [SD] that emphasises continuous processes and peer feedback rather than course attendance. This paper describes the principles and practice of POT, including potential benefits and drawbacks and discusses the conditions necessary for it to flourish in departments and institutions. It argues that POT overcomes the problem of staff ownership'of SD by connecting with peer culture but may be promoted, implemented and supported by SD functions linked to personnel departments. Thus SD functions may play a more substantial role in their organisations'development than hitherto. 相似文献
77.
78.
GARRETT J. McAULIFFE 《Counselor Education & Supervision》1992,31(3):163-174
A case presentation method of group supervision, as practiced at a community college, is described. Developmental principles underlying this approach are presented. 相似文献
79.
80.