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F. Taylor Ostrander had two courses from Henry C. Simons, Economics 201, Price Theory in a Competitive Economy and the Effects of Monopoly, and Economics 360, Public Finance. Ostrander’s and one other set of annotations of the Syllabus from Economics 201 and his notes from Economics 360 are presented below.

We study the decision-making process behind business model change, focusing specifically on the tactics managers employ to gain support for such changes. We first argue for the prominent role of middle management in business model change, and second, we revisit the literature on issue selling and championing as they may apply to business model change decision-making. We subsequently analyze the case of a business model change initiative in the Dutch water authority sector, revealing two specific tactics that middle management employed to obtain top management’s agreement to business model change: leveraging external agreements and continuously informing top management. We discuss how these findings extend and in some ways suggest a rethink of the literature on organizational change. Finally, we describe the specificities of business model change that distinguish it from other types of change. In sum, this paper demonstrates the interest of research at the nexus of business models and organizational change.

Purpose – This chapter problematizes the concept of the “American Dream” – important for Messner and Rosenfeld’s Intuitional Anomie Theory (IAT).

Design/methodology/approach – The author uses work from political science, specifically Adcock and Collier in conversation with Gerring to consider if the American Dream concept is “good.” The author continues by contending that the work on the state, its power and reach, can assist with the reconceptualization of IAT and the American Dream concept theoretically and methodologically.

Findings – The author finds that the American Dream concept, while not completely inadequate, significantly departs from Adams’ original definition in The Epic of America while also being associated with mixed findings as it relates to race and the likelihood of violence. The author concludes that through critical work (e.g., Moten’s “The Case for Blackness” and Ahmed’s “Phenomenology of Whiteness”) that in order to better develop this basis of desire in the American Dream concept there is a need to integrate a growing body of work that critically engages with the legacy of racial violence and racialized social conditioning. The author concludes that by studying the ontology/phenomenon of race, understandings of cultural desire may be understood in order to inform IAT.

Originality/value – This chapter provides a framework for evaluating concepts with interdisciplinary conversations with political science. The author’s findings also add to a body of work that, through cross-disciplinary conversations, work to tease out the socio-ecological and historical conditions that influence the interaction of structure and culture that lead to anomie and ultimately deviance.

This chapter presents a new model for developing and assessing the decision competencies of executive decision-makers. Prior models consider individual and group decision-making but neglect to consider the impact of group-interactive decision-making on real-world problem-solving and sense-making activities. In the present study experimental protocols represent an approximation of a realistic business decision-making process, where decision-makers consult with groups of stakeholders and then make decisions on their own. The model juxtaposes decision competence with the level of decision confidence with which decisions are made. The study furnishes an objective test for this phenomenon, resulting in quantitative empirical evidence of either follow-the-herd (FTH) behavior, or group-forged individual decisions (GFID), or follow-my-own-mind (FMOM) individual decision behavior. The study investigates the impact of group-interactive decision processes on hubristic behavior – decision-makers who make poor/wrong decisions, but remain confident in their choices, judgments, and decisions. The resulting management decision competency model provides an inter-disciplinary matrix, of benefit to human resource development specialists, and provides scholars in organizational behavior and leadership development with guidance for current and future research into group dynamics and decision competencies.

The modern workplace contains many physical and interpersonal hazards to employee physical and psychological health/well-being. This chapter integrates the literatures on occupational safety (i.e., accidents and injuries) and mistreatment (physical violence and psychological abuse). A model is provided linking environmental (climate and leadership), individual differences (demographics and personality), motivation, behavior, and outcomes. It notes that some of the same variables have been linked to both safety and mistreatment, such as safety climate, mistreatment climate, conscientiousness, and emotional stability.

The most powerful and effective forces of hierarchizing are those that naturalize difference so that it is beyond dispute and something to be tacitly accepted. In the Classic Maya world, this “social speciation” was materialized and naturalized through a complex web of ritual practice, deity emulation, enhancement of body aesthetics, and the fabrication and possession of hypertrophic goods. The architecture of Classic Maya royal courts broke with an older Maya residential pattern of accretional construction filled with ancestral burials in order to materialize more effectively social difference, to provide space for exclusive ritual performance, and to showcase the highly valued and gendered labor of textile production. Such instruments of authority are “weapons of exclusion” that can be wielded to fend off assaults on hierarchy. From this perspective, informed by the ritual economy approach, the profound transformations of the 9th century in the Maya lowlands are considered an assault that was not defendable.

Teams should be hotbeds of creativity, yet they may naturally experience many barriers that thwart their ability to generate and select the most creative ideas. We propose that team relational support – a relational process involving the exchange of help, information, advice, and emotional concern – can help teams overcome the barriers that undermine team creativity. The following chapter proposes a process model of relational support and team creativity – identifying the mechanisms through which team relational support aids team creative processes.