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Since its founding in 1947, the legendary Magnum Photos agency has been telling its own story about photographers who were witnesses to history and artists on the hunt for decisive moments. Based on unprecedented archival research, The Decisive Network unravels Magnum’s mythologies to offer a new history of what it meant to shoot, edit, and sell news images after World War II. Nadya Bair shows that between the 1940s and 1960s, Magnum expanded the human-interest story to global dimensions while bringing the aesthetic of news pictures into new markets. Working with a vast range of editorial and corporate clients, Magnum made photojournalism integral to postwar visual culture. But its photographers could not have done this alone. By unpacking the collaborative nature of photojournalism, this book shows how picture editors, sales agents, spouses, and publishers helped Magnum photographers succeed in their assignments and achieve fame. Bair concludes in the late 1960s and early 1970s, when changing market conditions led Magnum to consolidate its brand. In that moment, Magnum’s photojournalists became artists and their assignments oeuvres. Bridging art history, media studies, cultural history, and the history of communication, The Decisive Network transforms our understanding of the photographic profession and the global circulation of images in the predigital world.

Documentary photography. --- Photography. --- Magnum Photos. --- 20th century american culture. --- 20th century american journalism. --- art history. --- cultural history. --- cultural studies. --- global. --- history of communication. --- human interest stories. --- journalism. --- life magazine. --- magnum photos. --- market conditions. --- media studies. --- new markets. --- new york city. --- news. --- newspapers. --- photo agency. --- photographers. --- photography journalism. --- photography. --- photojournalism. --- picture editors. --- postwar visual culture. --- sales agents. --- spouses.

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In April 2014, the Government of Benin launched the entreprenant status, a simplified and free legal regime offered to small informal businesses to enter the formal economy. This paper presents the short-term results of a randomized impact evaluation testing three different versions of the entreprenant status on business registration decisions, each version including incremental incentives to registration: (i) information on the new legal status and its benefits, (ii) business training, counseling services, and support to open a bank account, (iii) tax mediation services. The study included 3,600 informal businesses operating with a fixed location in Cotonou, Benin, which were randomly allocated between three treatment groups and one control group. One year after the program launch, all versions of the program had significant impact on formalization rates. The impact was 9.1 percentage points in the first treatment group; 13 percentage points in the second group; and 15.8 percentage points in the last group. The program had a higher impact on male business owners, with more education, operating outside Dantokpa Market, in sectors other than trade, and that before being offered the incentives to formalization had characteristics similar to businesses that were already formal. Data from a second follow-up survey, which is expected to take place in March 2016, will explore the impacts on other outcomes, like business performances or access to banking.

Access to bank --- Account --- Accounting --- Administration --- Administrative process --- Advertising --- Artisans --- Bank account --- Bank financing --- Bank loan --- Banking system --- Beneficiaries --- Bookkeeping --- Budget --- Business --- Business activity --- Business entry --- Business environment --- Business facilitation --- Business in development --- Business management --- Business performance --- Business plan --- Business registration --- Business regulation --- Business services --- Business training --- Cash transfers --- Certificate --- Chamber of commerce --- Check --- Collateral --- Commerce --- Commercial bank --- Commercial law --- Communication --- Competitiveness --- Competitiveness and competition policy --- Contact information --- Contract --- Cost --- Customers --- Data --- Database --- Debit card --- Debt markets --- Deposit --- Developing countries --- Direct costs --- Dummy variable --- E-business --- Economic activity --- Electricity --- Enabling environment --- Enterprise development --- Exchange --- Finance --- Finance and financial sector development --- Financial products --- Financial statements --- Firm performance --- Future --- Good --- Human capital --- ID --- Impact evaluation --- Impacts --- Implementation --- Implementing agencies --- Information --- Information banks --- Information services --- Inspection --- Institution --- International bank --- International development --- International finance --- Legal environment --- Levy --- Liability --- License --- Limited liability --- Link --- Loan --- Market --- Medium enterprises --- Microenterprises --- Mobile phone --- Monitoring --- Network --- New markets --- One-stop shop --- Open access --- Option --- Ownership --- Performance --- Phone --- Phone number --- Private sector development --- Productivity --- Profit --- Protocol --- Quality --- Quality of services --- Registration process --- Registration system --- Result --- Returns --- Sales --- Selling --- Share --- Small business --- Tax --- Tax exemption --- Tax forms --- Tax obligations --- Tax rate --- Tax regime --- Tax system --- Technical assistance --- Trade sector --- Trading --- Transparency --- Turnover --- Unfair competition --- Uses --- Web

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The English East India Company was one of the most powerful and enduring organizations in history. Between Monopoly and Free Trade locates the source of that success in the innovative policy by which the Company's Court of Directors granted employees the right to pursue their own commercial interests while in the firm's employ. Exploring trade network dynamics, decision-making processes, and ports and organizational context, Emily Erikson demonstrates why the English East India Company was a dominant force in the expansion of trade between Europe and Asia, and she sheds light on the related problems of why England experienced rapid economic development and how the relationship between Europe and Asia shifted in the eighteenth and nineteenth centuries. Though the Company held a monopoly on English overseas trade to Asia, the Court of Directors extended the right to trade in Asia to their employees, creating an unusual situation in which employees worked both for themselves and for the Company as overseas merchants. Building on the organizational infrastructure of the Company and the sophisticated commercial institutions of the markets of the East, employees constructed a cohesive internal network of peer communications that directed English trading ships during their voyages. This network integrated Company operations, encouraged innovation, and increased the Company's flexibility, adaptability, and responsiveness to local circumstance. Between Monopoly and Free Trade highlights the dynamic potential of social networks in the early modern era.

History of the United Kingdom and Ireland --- History of Asia --- anno 1600-1699 --- anno 1700-1799 --- Free trade --- Capitalism --- Social networks. --- East India Company --- History. --- Market economy --- Economics --- Profit --- Capital --- Networking, Social --- Networks, Social --- Social networking --- Social support systems --- Support systems, Social --- Interpersonal relations --- Cliques (Sociology) --- Microblogs --- Governor and Company of Merchants of London, Trading into the East Indies --- United Company of Merchants of England, Trading to the East Indies --- English East India Company --- East India Company (English) --- East India Tea Company --- East-India Companie --- United East India Company --- Compagnie des Indes orientales d'Angleterre --- Compagnie unie de marchands d'Angleterre commerçans aux Indes orientales --- Tung Yin-tu kung ssu --- Honourable East-India Company --- Sharikat al-Hind al-Sharqīyah al-Barīṭānīyah --- Engelse Oost-Indische Maatschappy --- Kumpanī-i Hind-i Sharqī --- کمپنى هند شرقى --- English Company Trading to the East-Indies --- Īsṭa Iṇḍiyā Kampanī --- Asia. --- Asian commercial institutions. --- Asian merchants. --- Asian ports. --- Asian trading ports. --- Court of Directors. --- English East India Company. --- English trade patterns. --- Europe. --- Industrial Revolution. --- alternative explanations. --- analytical sociology. --- choosing ports. --- commercial networks. --- comparative analysis. --- corruption. --- decentralization. --- decentralized market exchange. --- decentralized organizational structure. --- decentralized ports. --- early modern period. --- eastern ports. --- economic development. --- economic theory. --- financial networks. --- foreign trade institutions. --- global trade. --- historical change. --- individual-level actions. --- market structure. --- merchant capitalism. --- micro-level behavioral patterns. --- militarization. --- modernity. --- monopoly. --- multilateral commercial network. --- new markets. --- new organizational forms. --- nineteenth century. --- operational decisions. --- opportunity structures. --- organizational background. --- organizational characteristics. --- organizational context. --- organizational incentive structures. --- other East India companies. --- overseas trade expansion. --- overseas trade. --- patterns of innovation. --- private trade allowances. --- private trade. --- small-scale commercial actors. --- social networks. --- trade networks. --- trading decisions. --- trading partnerships. --- trading ships. --- underdevelopment.