WIN-WIN-WIN MODEL

(PAPAKONSTANTINIDIS MODEL)

Local Development Approach/ Social Capital:

THE “win-win-win model” (Papakonstantinidis Model) deals with

local development, both as a math and social sciences field, as it combines

GAMES THEORY applied in the Local Development Field, by the BARGAIN +

SOCIAL TRUST conception.

It has to prove that building social capital at local level mainly depends on social

trust links among local people: Social cohesion based on social capital may be

measured by the diversification Rate (R*) from strict globalization rules: From this

point of view, local people intervention should be useful, so as to diversify these

“rules” at local level adjusting them to local identity, including communication

code, customs, ethics, culture. The Win-win-win methodology [Papakonstantinidis

Model] should facilitate local people to “readjust” bargaining globalization rules

locally, through a sensitization process: Community is defined as a discrete

spatial/ cultural entity at its sensitization process’ limit.

WIN-WIN-WIN SCIENTIFIC CONTRIBUTION

BARGAINING PROBLEM + SOCIAL TRUST + LOCAL DEVELOPMENT

The aim of this presentation is to prove that, (1) Social Capital as a concept of

community behavior and natural resources management, defined as the “capital

that refers to connections within and between social networks (emphasizing the

social trust, in this paper)- something of a cure-all, for the problems of a modern

society” (Portes, A., 1998) may be the base of a local development program. (2)

Local Development may be concerned as a unique diversification / declination

from the globalization rules (Papakonstantinidis, 2007) (3) The discrete entity’s

“diversification rate” (R*) from globalization/ or bargaining rules, (Walras S, 1980)

may be the crucial parameter which would define “Local Development” as a social

cohesion result at local level. (4)Local Development is concerned as the limit-end

of a unique and continuous sensitized development process , applied in a

discrete spatial entity (Papakonstantinidis, 2008/ May), (5) Local Development is

achieved via GOOD CASES rather than “good practices”, due to the unique

identity each region has, as well as its people with their own communication code,

ethics, mentality, customs. (Katseli Luca 1979), (5) A win-win-win approach may

be the appropriate methodological tool toward introducing “sensitization” in the

development process. It may strengthen social cohesion process by improving its

confidential indicators (so to trust each-other in interrelations process).

In order to meet with paper requirements it is indispensable that the appropriate

methodology be adopted, step by step : (1) A theoretical foundation is provided

by recent literature (in points), connecting “Local Development” with Social

Capital/ Social Cohesion, as well as with “The Bargaining Problem”- Games Theory

& the Modern Innovation Theory (M.I.T) [Fischer M. M 2002, Kamitza R 1994,

Moseley M. 2003, Petrella R 2001 ] (2) According to the afore-mentioned

theoretical background, it is necessary to strictly define the “Bargaining Problem”

(as the basis of Globalization “rules”) by its math /philosophical validation and try

to define the “local development process” in terms of diversification (R*) from

Globalization Rules (3) Next step is to create links between the “local

development process” (as a continuous sensitization process) and the bargain in

terms of diversification rate from G. R, building “Social Trust Links- see at

Swensen’ Social Confidence Indicators, 2006 (4) Finally, the Community is

included in the model as the third or invisible part of each bargain between two

persons, based on instant reflection, so each part wins ( the win-win-win

model)

Limitations are resulted, both by the Games Theory and the Modern Innovation

Theory application in social sciences and their synthesis into a social market

problem within the Community.

2. Recent literature – in points

From the Local Development side, Kenneth Wilkinson (1991) focuses on the

endogenous local development process / “bottom-up approach” (bargain, locally)

2nd, Friedman / Weaver – UCLA (1978) in their classic “Territory and Function”

refer : “The base of an autonomous local development may be a discrete value

system, an ideology, local people’s reaction to the dominant local principles

(including local communication code, customs, culture), creating thus the “social

cohesion environment” at local level.

From the pure Sociological side, J. Coleman (1988) as “Social Capital” describes

the cooperation processes of individuals, which minimize possible dilemma,

coming from individuals’, networks and common actions. Besides, Glen Loury

(1977) used the term “social capital” to describe a dynamic theory of racial

income differences’ discrimination (women, minorities, etc). J Coleman adopted

Glen Loury’s definition, in developing and popularizing the concept Also, Putnam

(2000) describes social capital as the basis of social schemes creation (i. e

networks)

In conclusion, an increasing number of recent literature in the local development

field, currently recognizes the existence of links among local development

process, social trust & capital A number of Local Development approaches

toward this theme are referred below: “ The Political Entity” (Freedman-Weaver,

UCLA, 1978, the “Selected Closed-Spatial Discrete Entity” of the Intra-Scientific

Vienna Centre (Stohr & Todtling 1980), The “S. H. I. E. L. D Model”,

Papakonstantinidis, 1997, Rome) The “Tre Italy” Model, Bagnasco, 1987, The

“parallel system” and “The sensitized Community” (Papakonstantinidis, 1998 &

2002), The “political Democracy (LSE, Fotopoulos, 1998), the “Grass Roots” Model

in Latin America (Luis Llambi, 2003) Barquero A-Vasquez A (1991) These

theoretical approaches pre-existed to the suggested win-win-win

3. The Bargaining problem

A two-person bargaining situation involves two individuals (Neuman & Morgenstern 1947), who have the opportunity, either to be competitors to each-other (win-lose)[von Neumann-Morgenstern, 1928/1947-“zero sum two players game” Theory] Filinis Kostas (1973), or to make coalitions, or even to create pure individual strategies, based on bargainers’ instant reflection behavior (win-win) [Nash J. F, 1950, Arrow K 1954, Aumann Robert, 1987, Crawford V, 1997, Kottarides K, 2002, Varoufakis Y, 1990) J.F. Nash ( 1950) focused on payoff shares/utilities combination:Bargain may result either in agreement or disagreement. (Kuhun H.W-Nassar S, 2001) Papakonstantinidis, 2003, 2005, Varoufakis Y, 1990) Utility expresses the constraint or the “fear factor” of disagreement for the negotiator who desires negotiations to be led in agreement more than the other one. Who needs more, negotiation leading to an agreement expects more utility, but –probably there is a loss in terms of “shares”, due to lack of risk. On the contrary, who is indifferent about “agreement” or expects less utility /per unit, has- to win in “shares” under the dogma “the more risk, the more profit” (Crawford V. 1997) It is necessary to analyze the Nash “non-cooperative- instant reflection game” /or a “win-win perception” as follow:Non-co-operative game, is a game between two (2) players/ individuals who have opposite interests (Aumann Robert , 1987)Each player makes his own choices, based on instant reflections’ rational movements and his physical cleverness

The game/ bargain is defined by the result (pay-off) and not by players expectations- It presupposes best choices by both players towards meeting individual interests [“winning strategies”- Harsanyi John(1973]

Players/ or negotiators do not regret, a posteriori, from their own decision taken, based on personal choices, during the bargain. Each of the players knows a priori that the other negotiator (or player) is as clever as he is.

During the bargain, a “mutual respect” between the two bargainers to each other’s best choices’ is necessary. It is recognized that “The more DETERMINED to break down the negotiation (= less utility), the more satisfied (=better shares) – the more risk, the more profit

Social behavior is not recognized as an acceptable one in the bargain, thus deriving unfair results: That means, “who needs the agreement as the result of a bargain, has to loose in shares, by accepting any result”.

Information may be the “link” between knowledge creation and the bargaining process. In particular, “Information” is a power factor in pure individuals winning strategies (Aumann Robert, 1987)

The more information, the better winning strategy, the more profit. Each of the players / negotiators, starting negotiations with the other, expects to gain the maximum profit.

Interaction, based on instant reflection individual winning strategies, is the base of the Nash Non Cooperative Games Theory A two (2) 2–person anticipation is based on utilities.

According to Nash Theory, a unique solution exists that maximises the product of the participants’ utilities. There is, therefore an interaction between “utilities” and “strategies” In particular, “utility” expresses individual choices based on individual necessities “Strategies” express choices + will in personal level, taking into account the interaction factor (the other’s choices) Utility is the subjective and strategy is the objective factor of the same anticipation.

Negotiation may lead either to “agreement” or disagreement Utility expresses the “fear factor” constraint of disagreement for those who desire the agreement, more than the other negotiators. (Aumann 1987)

In conclusion, at any moment –according to the “N. C. G Theory”- there is only one “equilibrium point” at which any individual–at any moment- makes the best choices for himself, in relation with the other persons’ best choices.

3.1 The bargaining problem Utility Theory (math)

Bargaining Problem is mainly based on “Utility Theory”- a mathematical theory of the Neo-classical School of Thought, able to satisfactory explain individual expectations/ anticipations, of a possible outcome. Usually it is expressed in the form of a mathematical function, f(u) = u1/2 Individual winning strategies are corresponding 1-1 to utilities U (A) and U (B) (Chun Youngub, 1990)Utility theory of the individual is mainly based on the “concept of anticipation”.In the “Two-person utility Theory” there are two (2) individuals in a bargain who have the opportunity to collaborate for mutual benefit in more than one way. In its simple/initial version, no action, taken by one of the two individuals without the consent of the other can affect the well-being of the other one, but in real terms there is only ONE decision, taken by the involved in a bargain individuals.

Utility in the bargain is a personal matter: Utility “units” are not compared.(Kuhun-Nassar, 2001)

Utility “units” express “fear units of a disagreement outcome”

If “A” needs more the “agreement” to be achieved, than the payoff coming from the bargain, then he should be ready to accept any result of agreement, even if it is not favorable for him (loss of shares)

If “A” has decided not to accept an agreement during the bargaining process, then he risks more but –at the same time- has to win more from the agreement, in terms of shares.

The “utility range” expresses the optimist and/or the pessimist instant reflection of each party.

“Utility” expresses individual choices based on individual necessities and will. It is rather a subjective than objective factor, influencing individual behavior. On the other hand, “individual strategies” in the bargain –the objective factor- are defined by personal choices and “will”, resulting from the necessity to meet personal “needs”. From this point of view, “Utility” , as a subjective factor is expressed by “strategy” – an individual winning strategy- in the bargain, so as to meet “Utility”. There are “links” between “Utility” and “Strategy”: “Utility” is the ability to meet “needs” and “Strategy” is the plan – the individual plan- to achieve this ability, step by step

“Utility” is the subjective factor and the “Individual Winning Strategy” is the objective factor of the same “thing”: Bargainers have needs (=utilities). In order to satisfy these “needs”, they use “individual winning strategies”, as the result of their “instant reflections” in the Bargain. (table 1)

ð Lim U1i(&)U2i(&)=max U1iU2i (1) ià∞

3.2 Nash’ win-win random sharing/utilities- An example

It expresses utilities/strategies, as the interaction between two negotiators and (2) expresses the utility function- as a shares/utility combination The bargaining problem decision making during negotiations of A & B -Nash highlighted the “payoffs” of the bargain, # personal expectations (Table 1):

Table 1 BARGAIN

Random Sharing between “A” and “B”

Share A(%)

Share B(%)

Utility A Utility B Utility AXB

100 0 0 71 090 10 1 70 7080 20 5 68 34070 30 10 64 96060 40 16 60 96050 50 23 52 11964 5 55 40 31 1 240

( max ) 30 70 45 24 108020 80 50 12 60010 90 61 4 2440 100 80 0 0

3.3 The equilibrium point

Suppose that “winning strategies” [ Pi, Qi] are in a fine ratio with the players’ (bargainers’) UTILITY ( linear function: corresponds 1-1 to bargainers’ Utility Function), under the dogma “the more decisive to break the contract down, the more satisfied from the bargain leading to the contract” (Kuhun-Nassar, 2001). That is true: Bargainers expectations are 1-1 to expected Utilities for each of them, coming from the bargain. (Bernheim & Douglas B. 1984). On the other hand, the more information, the more uncertainty. Bargain gets its own rules out of cooperation. People are competitive rather, than co-operative: Winning strategies are led by bargaining rules (rules of pure competition). Nash has described the “bargaining problem” not by expectations, but, directly, by the results (pay-off) of the bargain.

In our example, the crucial point [the max] is 1240 (40x31) : this is the point of final agreement led by the bargain. On that point, shares are: 40% for “A” and 60% for “B”. On that point, personal satisfaction or utility units are 40 units for A and 31 units for B : That’s the point of agreement, expressing “fear of breaking down the agreement for “player” “A” and , at the same time, the risk for the “player” “B” of breaking down the agreement. In a 2-person anticipation, each of the two (2) bargainers may ask themselves one question, as the result of “good strategies” [instant reflection thinking] in the bargain:

What should be the best for me, taking into account that the other person (bargainer in a negotiation) should try for the best for himself –thus recognizing that the other person may be as clever as I am?

4. Suggestion: The “win-win-win Model”

4.1 What the suggested win –win- win is

According to the afore-mentioned analysis, paper contribution in the scientific thought (2008) should be summarized in introducing “the third “WIN” for the COMMUNITY (the third-part pole).According to my suggestion, COMMUNITY –the “C” factor must participate in any bargain by its “bargainers’ characteristics” (shares/utilities), thus adding the THIRD “WIN” at any two bargainers’ win-win expectation between TWO (the METRON analysis or the THREE POLES analysis like in other fields i.e philosophy, economy, creating an interactional flow By introducing the THIRD POLE in the bargain, then the crucial bargainers’ QUESTION must be changed in:

What should be the best for me, taking into account that the other person (bargainer in a negotiation) should try for the best for himself –thus recognizing that the other person may be as clever as I am and, at the same time, taking into account that COMMUNITY, as the third or invisible part also participates by the “bargainers’ characteristics” (shares/utilities)

4.2 Win-win-win analysis methodology

The following methodology is adopted in points (Papakonstantinidis) knowledge creationÞ creating a “non conflict” behavior Þ inserting sensitizationÞ integrated information creationÞ uncertainty due to negative entropyÞ thus, smoothing potential conflictsÞclosing differences in the competitive bargainÞpayoff-utilities & shares, influencing behavior in the bargain /individual winning strategies influencing by a “new behavior” Þin the opposite, the more decisive, the more risk ,should derive more profit in a globalizing world but Þ inserting sensitization in the bargainÞthus smoothing the conflict strategies taking into account the “C” factor Þ converting a bilateral “conflict” into a 3-part negotiation Þ leading to a “new” social perception , the win-win-win perception, including a real cooperation between negotiators, thus, carrying alongside a social market’s perspective- the “INTERMEDIATE POSITION”

4.3 Information/ behavior & the bargaining problem (Knowledge transfer, information, behavior)

Paper conception is mainly based on Games Theory – especially on its “Non-Cooperative Games Theory’s version by J. F Nash, 1950- in relation with the Modern Innovation Theory” - (M. M. Fischer, 2000) M. I. T provides us with useful methodological tools as knowledge creation and knowledge transfer (Table 2)

Table 2Scheme: Knowledge Creation/ Information/ Types of Behavior

Type of Knowledge-1

Type of Knowledge-2

Synthesis Resulted Behavior

tacit tacit Sympathetic Socialization

tacit codified Conceptual Externalization

codified tacit Procedural Internalization

codified codified Systemic Networking

sympathetic systemic Conceptual Sensitization

systemic systemic Procedural Strategic

Papakonstantinidis, 2003

Literature (Reinsmann, Fischer,2002 & others) introduced various processes of “knowledge conversion” based on the proven and “built” information systems incorporated in an organization. Possible cases among different types of knowledge produce the four (4) major processes of knowledge conversion : (1) Tacit knowledge to tacit knowledge produces sympathized knowledge (socialization) (2) Tacit knowledge to codified knowledge produces conceptual knowledge (externalization) (3) Codified knowledge to tacit knowledge produces procedural knowledge (internalization) (4) Codified knowledge to codified knowledge produces systemic knowledge (combination) Each of these processes of “knowledge conversion” corresponds [1-1] to a specific type of information (Papakonstantinidis 2003) i. e , Social Information-Sensitization External Information- Participation Internal Information-Involvement Combined Information-Networking

4-4 The suggested win-win-win approach According to the above analysis, paper contribution in the scientific thought (2007) should be summarized in introducing “the third WIN” or the third “person” in a two-party bargain, i. e the “C” “invisible part, which should be the “ Community interest” = “C” , thus taking part as “community” be present in every two-party bargain, claiming its own “share” from this

Suppose that: Ua = Pi, Ub = Ri , Uc = Qi , ....in a mathematical approach

(tables 1, 2): Ua = x , Ub = (100-x)k and f’ = [ x (100-x)k ]΄ = 0 , so

that Ua + Ub = max THEN

lim Pi(&) Qi(&) Ri(&) = max Pi Qi Ri = max Ua Ub Uc = Ua + Ub + Uci®¥

or, how to transform a “competition” into the absolute cooperation, taking into account the integrated information, coming from knowledge transfer AND the sensitization process in the community, thus maximizing bargainers utilities and the Community utility (Uc)

4-5 The “Sharing problem” in a Bargain [Utilities, Shares, strategies, decision- choices, behaviour, Final Agreement] Having defined: (1) How information resulting from “knowledge creation /knowledge transfer” should contribute to what we call “social market” (2) How sensitization should be introduced to given information, as to turn it to an integrated information (Papakonstantinidis, 2006) (3) How “integrated information” should influence human behaviour during the bargain, or negotiations (4) How a human “social” behaviour could lead to a “new”

perception of thinking or taking a decision, in the bargain (see at Calvert Randall, 1995, Berger,J 2005 Cinneide M. O’ 1991, Coleman J 1988, Yitzak Samuel 1997, Bernheim Douglas B. 1984 (5) How socialization could influence human choices or winning strategies during the bargain, based on instant reflection (Nash) (6) How scientific thought could transfer the problem from “utilities” (personal perception”) to pay-offs (objective perception = counting size) Harsanyi John(1973), then, the data of Table 2 may be transformed in a new set of data, as Table 3.

TABLE 3 (Papakonstantinidis Proposal)Suggesting Sharing between “A , “B” and “C”

Share Α

(%)

Share Β(%)

Utility A

Utility B

Utility AXB

Share C

(%)

Utility C

Utility AXBXC

90 4 1 71 71 6 1 7180 13 2 70 140 7 2 28070 22 5 68 340 8 3 102060 31 10 64 640 9 4 256050 40 16 60 960 10 5 4800

max41 50 23 52 1196 9 4 478432 60 31 40 1240 8 3 3720

23 70 40 24 960 7 2 192014 80 50 12 600 6 1 600

(Papakonstantinidis Proposal)

Notes, as to explain the symbols : “C” expresses the Community (an acceptable system value at local

level), as the “third” or invisible part in the bargain- In real terms, it reflects the “confidence indicators”, or, in other words, if and at which level each member of the Community trusts the other, during the bargain (H. Hans 1997)

The less shares for A+ B the more share for “ C” part Utility is a personal matter: Utility units are not compared to each other.

They express the fear of breaking down the agreement If “A” needs more the “agreement” than the payoff, then he should be

ready to accept any form of agreement. Based on this concept ( the “C” factor) then, it is concluded that

Sensitization process applied in local people has succeeded to change/ transform individual winning strategies into a NEW type of social trust behavior (Swensen, 2006), leading to SOCIAL COHESION, at local level (Papakonstantinidis, 2006, 2007, 2008)

TABLE 4Social Confidence Indicators (%)

Country Indicator (%) 2007

1 Denmark 64.52 Norway 63.93 Sweden 62.34 Finland 56.45 Netherland 53.96 New Zeeland 52.67 Canada 47.08 Australia 46.99 Indonesia 46.710 Iceland 45.311 North Ireland 43.9

12 Suisse 42.113 USA 42.114 Japan 42.0

..46 GREECE 23.7 Swensen, 2006),

This should be the “ground” for a Flag Theme local people creation (table, below)

TABLE 5FLAG THEME - Flow Chart

PAPAKONSTANTINIDIS, 2007

Papakonstantinidis, 2000

“Flag Theme” may be concerned as an innovative idea- an “open discussion theme” based on the sensitisation process at local level which concentrates local resources, skills, abilities, talents, leadership as well as “priorities” and properties at local level (Gannon Agnes, 1990, Wilkinson Kenneth, 1991)

CONCLUSIONS/ PROPOSALS 1. Social Cohesion –necessary for the L-D process, thus building local people

identity AND development (through the appropriate –for the place- flag theme - may be , at the same time, the cause and the result of building the Social Capital at Local Level

2. Building the Social Capital at Local Level, may be proved to be equivalent to “Social Confidence”, or “Social Trust” among local people (Llambi Louis 2008, Lados M,& Lachewski Lutz (2003)

3. At the same time, Community [ the “C” factor” ] “participates” as the THIRD or invisible part in any two-person negotiations

4. By introducing the “C” factor in any 2-person negotiation, then what should be result, could improve individual strategies and /or behavior in the bargain, from a pure “conflict” to round the corners of this conflict, then transforming competitors to “instant alliances” (including the Community profit) : This is the paper’s contribution)

5. Local Development is mainly based on this “new” perception

Local Abilities

Leadership

Properties Priorities

Flag Theme

Active Participation Roles in planning/

Creating a team psychology among local

Jointing the endogenous forces on a common goal

Converging individual strategies on a “common goal”, through cooperation

6. Based on this “perception” (round the conflict corners-the Community within) it’s easy for local people to find a “FLAG THEM” (2007- S Africa) for their L-D process: see at Flow Chart That is the win-win-win Methodology / Papakonstantinidis Model)

7. According to win-win-win methodology, L-D process, in terms of diversification rate, from Globalization’s Rules may be justified, creating the Community as a discrete spatial Entity

8. Technological changes and human / social relations move in the opposite direction-“vice versa”.

9. Introducing a three-poles dealing system may improve the “bargaining perception” thus influencing social behavior, introducing a new bargaining perception/ethic

10. A “new bargaining perception” including the “Community profit” as the “third” or “invisible” parameter in a bargain between TWO persons-players may change some Globalization negative conditions, providing them with “rules”/ social rules through social behavior changing.

11. Reforming a bilateral contradiction in a 3-part bargain between two players (including the Community “C” as the “invisible” part between TWO, in fact may reverse the base of human negotiation : From “competition” to “co-operation” Reforming the “competition” to step towards “social cohesion” , the “objective perception of the world” may be changed into a more ideological: From material to a “thinking” world (Kamitza R 1994) The “C” partner my be proved to be the key-factor, against war feelings thus introducing the Greek philosophy’s “METRON”

12. Each of the THREE parts (A, B, & C) in any bargain, may ask itself THREE questions, thus maximizing its own profit (economic, social, cultural, environmental etc) :

What should be the best for me, taking into account that the other person (bargainer in a negotiation) should try for the best for himself –thus recognizing that the other person as clever as I, AND taking into account [at the same time] that “Community” as the third or invisible part of negotiations between TWO, also participates and also tries under the same conditions [ “Community” as clever as the two bargainers] so bargainers AND the Community to be winners? - 3win Model

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Neuman (von) & Morgenstern (1947) “Game Theory and Economic Behavior” –The Princeton University Press U. S Osirim Mary J (2003) “Carrying the Burdens of Adjustment and Globalization” International Sociology, volume 18, number 3, Sept.2003 Papakonstantinidis L.A , (1996) “The Strategy of Development”, MAREL-NIKAS Ed, Vol II, trnsl. Athens Gr.Papakonstantinidis L.A (1997) The S.H.I.E.L.D Model, International Sociological Association (I.S.A) Special Issue (R.C 26) Toronto Canada, AND “Channel View Publications, Bristol, U.K (2003)Papakonstantinidis, 2000) “ The Strategy of Local Development (Vo II, pp 6-7, 26-29, 30, 44-49, 66) Papakonstantinidis L. A (2002) “The Sensitized Community” Typothito Edition, Ath trnslPapakonstantinidis L.A (2003“The Strategy of Economic and Regional Development” Typothito Papakonstantinidis L. A (2003, Nov) “Building the Social Capital and Local Capacities in Rural Areas” – special issue of Hungarian Academy of Sciences- Department of Regional Studies, Nov, 2003 Papakonstantinidis L. A (2004) “Sensitization and Involvement the Community: A Rural Tourism Application of the win-win-win Model” Review of Economic Sciences”-TEIEP, issue 6 Papakonstantinidis L.A (2004) “Knowledge Creation and the win-win-win model” Scientific Review of Applied Economics TEIPI Ed, Jan 2004Papakonstantinidis L.A (2004, Jan) “Rural Tourism: win-win-win” Journal of Hospitality and Tourism” , issue 2 , IndiaPapakonstantinidis L.A (2004, Febr) “ Digital Economy and Hyper-cube space” “Journal of Applied Economics and Management”, issue 1, IndiaPapakonstantinidis- Lagos“Integrated Total Quality Management and Sustainable Development” [Lagos D, Papakonstantinidis L.A] Journal of Hospitality and Tourism Volume 1, issue 1, /2003 pp 64-82, ISSN 0972-7787 www . johat . com Papakonstantinidis L.A (2003) “Digital Economy and Hyper-cube: New Applied Economics in Managing a Local Government Organization : A Proposal” Journal of Applied Economics and Management, Volume 1, issue 1,/ 2003, pp 17-34, ISSN 0972- 8937, JAEM- INSTITUTE OF ECONOMICS AND FINANCE, Bundelkhand University, Jansi Papakonstantinidis L.A (2004)“Sensitization as a form of knowledge creation and the Win-Win-Win Model…” Scientific Review of Applied Research, Vol VIII, No 2 /2003, pp 89-108, ISSN 1106-4110Papakonstantinidis L.A (2004) “Rural Tourism: Win-Win-Win- case study Women Cooperative Gargaliani”, Journal of Hospitality and Tourism Volume 1, issue 2, /2003 pp 49-70, ISSN 0972-7787 www.johat.com Papakonstantinidis L.A (2004) “Sensitization and Involving the Community. A Rural Development Application of the Win-Win-Win Model” Review of Economic Research 6/2004 pp 177-192 Papakonstantinidis L.A (2005) “Operations Management by a hyper-cube & win-win-win perspective: A Local Development Approach” Journal of Applied Economics and Management, Volume 2, issue 2,/ 2004, pp 111-130, ISSN 0972- 8937, JAEM- Institute of Economic and Finance Bundelkhand University, Jansi Papakonstantinidis L.A (2005)“Win-Win-Win Model and Sensitization Process”-Journal of Space and Community- Hungarian Academy of Sciences/Regional Studies Dept Papakonstantinidis L.A (2002) “The win-win-win model” – “Developing Sustainable Rural Tourism” Thematic guide- chap 7.9 –“Euracademy Guide”, Gotland-Sweden, www.euracademy.org. Papakonstantinidis L.A (2003) “Building the Social Capital and Local Capacities in Rural Areas- The Animation Process”2003 [ Hungarian Academy of Sciences, Centre for Regional Studies] Gyor-Hungary “Euracademy Guide” –p 15Papakonstantinidis L.A 2004) “Sensitization & the win-win-win model: An answer to Globalization’s Impact on Local Communities and Common Perceptions of the World Tendencies- Case Study: Community Redefinition- Tychero Evros- ISA e-Ed.

Papakonstantinidis L.A (2004) New trends in Regional Policy: Territory-Space Definition by a 3-level Bargaining Approach- The Win-Win-Win Model. Case Study: The LEADER EU Initiative Application in Greece” “Regional and Rural Development Interface” Babes-Bolyai University, Faculty of Economics – Cluj-Napoca Romania, - European Program “Reabalk European Project”. Papakonstantinidis L.A (2005) “Le migration economique polonaise dans quelque lieux du Peloponnese” I.S.A. Ed

Papakonstantinidis L.A (2005) “Networking SMEs: A win-win-win approach ISA Ed special issue “Networks and Partnerships for 'Learning Regions' in everyday practice”- Papakonstantinidis L.A (2004) “ Bargaining win-win-win Model and the Hypercube (the MARTIX concept) Dimension” – Journal of Applied Economic & Management vol 1 issue 1, JENSEN, IndiaPapakonstantinidis L.A (2007) “Bargaining Problem and Local Development” Gutenberg, (trnsl –GREEK) Athens, 2007 Papakonstantinidis L.A (2007) “Clustering & Networking SMEs in Rural Areas & win-win-win Model” ISA – World Congress’s minutes, Durban South Africa (July, 2006) Papakonstantinidis L.A (2008) Win-Win-Win Methodology on Rural Tourism Activities / Good Practices from Greece” The Asian Journal of Hospitality and Tourism (AJHT) – v1/iss 1 – Santo Tomas University Manila Philippines , pp 95-120Papakonstantinidis L.A (2008) "Forecasting the tourist impact based on GINI Index: Flexible development policies"  Journal ITTM / India (Vol.1 No.2) pages 48-57.Papakonstantinidis L.A (2008) “Bargaining as the basic Globalization Ideology” Review of Social Sciences –Dec 2008- draft (approved) Papakonstantinidis L.A (2008-Sept) Building Social Capital for Local Development : The Economy of Poor and the win-win-win Model” International Sociological Association/ First ISA Forum of Sociology “Sociological Research and Public Debate- Barcelona Spain September 5-8 2008, Official e-minutes (2008S00879) Petrella Ricardo (2001) “Globalization impact on space-time (trnsl) Local Government Journal (tetradia topikis autodioikissis) , Athens, Greece, Nov 2001 Portes A (1998) “”Social Capital : its origins and application in a modern sociology” Annual Review of Sociology –v. 24 p. p 1-24 Putnam R (2000) “Bowling Alone the Collapse and Revival of American Community- New York Simon and Schuster, based Development – The case of Mining Areas in Orissa India” Draft paper Social capital Initiative South Asia Infrastructure Unit” Ramonet Ignacio “Mondalisation et les perspecives sociale dans l’economie glolale” trnsl- Monde Diplomatique, Aug, 2000 Schor Juliet (2000) “The Over-worked American” Le Monde Diplomatique Stochr W and Todtling F (1979) “Spatial Equality : some antithesis to current regional development doctrine” H. Folms Ed.

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Prof Papakonstantinidis L. A