In some activities, success requires management—planning, calculation, and organization. In other activities, success requires entrepreneurship— alertness to opportunity, willingness to give it a try, and readiness to fail. When entrepreneurship is required—e.g., venture capital or scientific research—engaging in management instead is a recipe for disaster.
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In his newly-published book, celebrated Dartmouth historian Colin Calloway focuses on the unique role of Scotch-Irish immigrants in America's long westward movement. The Scotch-Irish fought Indian wars and shaped the frontier, and their experiences living near, and fighting against, Indians shaped their identity and their attitudes towards government, with repercussions that continue to this day. Co-sponsored by the Department of History.
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Under the 1984 Chevron ruling, the Supreme Court instructed lower courts to extend wide deference to administrative agency experts in interpreting the law. The Roper/Bright ruling in 2024 revoked Chevron, with vast, far-reaching implications. What will be the real-world fallout? Clark Neily is senior vice president for legal studies at the Cato Institute. His areas of interest include constitutional law, overcriminalization, coercive plea bargaining, police accountability, and gun rights.
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In conventional economics, people are assumed to be isolated calculating machines. In the real world, people cooperate with others, and are guided by emotions and entrepreneurship as well as calculation. To understand the economy and to guide policy, we must take these qualities of real people into account.
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The extraordinary power of Trump 2.0, and the most dangerous consequences of his policies, stem from the normalization of anti-constitutional practices. Tulis, author of the classic book The Rhetorical Presidency and many other works on American politics and constitutionalism, is Professor emeritus of political science at the University of Texas at Austin.
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