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During the period 1962-2001 (9/11), the author identified 25 terrorist acts in the English-speaking Caribbean. Apart from US action in Grenada in 1983, the extra-regional response to these acts was minimal. However, in the aftermath of 9/11, the US has introduced a number of counter-terrorist measures into the region from Washington through such agencies as Southcom, the FBI, the DEA, and the Department of Homeland Security, now including the Coast Guard, to forestall future acts of terrorism. Also the UN, the OAS, and the CARICOM, at the instigation of the US, have encouraged Caribbean nations to adopt resolutions and pass anti-terrorist legislation at the local level in the fight against terrorism. US policy toward the region is based on its own self-interest since it considers the Caribbean its “Third Border,” one that is difficult to close to security threats. In all of this, the Caribbean nations welcome the security, more so because of the incidental protection it offers to their fragile tourist-dependent economies that are sensitive to political and other threats. This coincidence of interest has seen the US merge drug-trafficking and terrorism into one consolidated threat. Traditionally, the Caribbean region has not allocated a large part of its budget to security concerns, but with external assistance, particularly from the US, the region's police and military forces have been called upon to adapt to the global threats of the post-9/11 era by strengthening operational capacity, mission readiness, and intensify regional cooperation. This new thrust also includes making border tightening security measures more comprehensive and robust as well as the sharing of information, including intelligence. As long as the US perceives the terrorist threat a priority, Caribbean security policy will continue apace.

This first part of the book is devoted to the forms of conflict that are characteristic of the start of the twenty-first century. As I document in the first essay, the newest and most significant form of struggle of our times is asymmetric warfare, which has had an enormous development as shown also by the great number of studies dedicated to it (see the bibliographies of the chapters focussed on this form of conflict).

Building strong human brands inscribed in social and symbolic recognition is a strategic issue for branded individuals. In the context of film director human brands, this study aims to examine the respective influences of the economic and critical performance of films, on the one hand, and the professional legitimacy bestowed by internal stakeholders, on the other, on changes in human brand identity. Contrary to what is generally believed, it shows that the specific legitimacy bestowed by producers and the institutional legitimacy bestowed by elite peers mediate the effects of performance on changes in human brand identity. Brand extension (i.e. new films) incongruence and initial human brand identity moderate the effect of performance on legitimacy.

This study is applied to film director human brands and to their extensions through the films they make. Data were collected for 81 films, including information before and after the brand extension occurs, to capture changes in human brand identity and extension effects.

The results show that economic performance influences both specific and institutional legitimacy, whereas critical performance only impacts institutional legitimacy. These relationships are moderated by initial human brand identity and congruence. Both types of professional legitimacies also help reinforce human brand identity.

The study challenges the role of performance on the building of human brand identity and shows that the latter is co-constructed by the branded individual and internal stakeholders. It also enhances the key roles of global incongruence and genre incongruence in the model.

This paper aims to investigate how the abstract marketing concept of brand heritage is operationalized through visual elements on social media.

A mixed-methods approach combines interviews with marketing experts, a focus group with specialized academics, an open coding of Instagram images and the systematic coding of 800 images of eight champagne brands (company-generated content).

The study identifies 20 brand heritage codes (e.g. groupings of brand heritage visual cues with homogenous meanings). These codes are combined in three different factors (brand symbols, product legacy and consumption rituals) that discriminate between brands.

The paper offers a description of what brand heritage looks like in practice. This visual operationalization of brand heritage is based on a single category, a limitation that further research can address. The results also contribute to research on visual brand identity and provide practical insights for the management of brand heritage at the product brand level.

This paper bridges the gap between the strategic management of brand heritage as a resource and the way it is concretely made available to the consumers.

The paper's purpose is to broaden knowledge of customer satisfaction and loyalty in business‐to‐business markets.

The authors propose and test a model in which customer satisfaction is conceived as mediating the relationship between the elements of relationship value (price, product quality, delivery performance, supplier know‐how, time‐to‐market, service support and personal interaction) and attitudinal and behavioural customer loyalty. The empirical analysis uses structural equation modelling and is based on 477 customer‐supplier relationships in the manufacturing context.

The results show that satisfaction is negatively affected by price and positively by delivery performance, supplier know‐how and personal interaction. On the other hand, satisfaction positively influences behavioural and attitudinal loyalty. In addition, behavioural loyalty is also negatively affected by price and positively by product quality, while attitudinal loyalty is positively affected by personal interaction.

Future research could add views from the supplier's side and also examine the focal relationship in a network of relationships. The model should be cross‐validated with the same instruments in other contexts.

The paper's main finding that satisfaction is more affected by delivery performance, supplier know‐how and personal interaction than by price holds direct implications for generic business strategies. By building unique relationships with their customers, suppliers can demonstrate they have something different to offer when there is strong market pressure on price. In addition, the finding that the antecedents of behavioural loyalty are more “rational” and “firm‐related”, while the antecedents of attitudinal loyalty are more “emotional” and “individual‐related”, can be used by marketers to improve the relationships with their customers.

The paper systematically addresses the antecedents of customer satisfaction and loyalty from the perspective of relationship value dimensions – an approach that has not yet been taken in the literature.

PROPERLY administrated, the reading room—displaying newspapers, magazines, and ready‐reference books—may, in spite of all that has been said to the contrary, become an important contributory factor in the educational work of our libraries. Let us examine the position closely. It is admitted, even by intemperate opponents, that the reading room is one of our most frequented departments. How, then, may the librarian make it of real educational value to the frequenters? This is a significant question, and, in the limited space available, we propose to indicate a few directions in which much might be done to enhance the utility of this department, and, within certain limits, to systematize its work on the lines of the policy governing the circulating departments. First of all, there is the important question of planning the room; and, although the size and arrangement must, to a large extent, depend upon the local requirements, a few general observations, applicable under almost all circumstances, may here be made. The room should be so designed as to facilitate supervision—glass partitions being more desirable than solid walls. Wherever practicable, the exit should be within view of the staff. For passages between tables, ample space should be allowed—six to eight feet being a reasonable width where movable chairs are used. The accompanying plan obviates the necessity for further comment, and will, perhaps, convey a clearer idea of what is required.

Teams are best positioned for success when certain enabling conditions are in place such as the right mix of individuals. Effective team staffing considers team members’ knowledge, skills, abilities, and other characteristics (KSAOs) as well as the configuration of team member KSAOs and their relations, called team composition. In practice, however, how to integrate team composition considerations into team staffing to facilitate outcomes such as team cohesion can seem nebulous. The purpose of this chapter is to describe how team member KSAOs and their configurations and relations affect team cohesion, and suggest how this information can inform team staffing. We frame team cohesion as an aspect of team human capital to understand when it may be an important consideration for staffing. We describe multilevel considerations in staffing cohesive teams. We summarize theories that link team composition to team cohesion via interpersonal attraction, a shared team identity, and team task commitment. Finally, we propose a six-step approach for staffing cohesive teams, and describe a few areas for future research.

Research and theory on diversity in organizations tends to examine relations between the majority and minority and to overlook relations within the minority. In this chapter we explore the dynamics within a minority that represents a token percentage (less than 15%) of the larger group (Kanter, R. M. 1977b). We argue that members of a minority sub-group are subject to inter-group and intra-group pressures and that these pressures are greatest for a minority of two. We introduce the term “duo-status” to describe this two-token situation and examine the positive, neutral, and negative dynamics that result depending on the coping strategy chosen by each member of the duo.