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National Health Service (NHS) Trusts are struggling to determine a long‐term strategic direction for their organizations in response to the competitive pressures generated by the NHS reforms. The development of long‐term strategic direction and the methods to implement them are presenting real challenges to the Trusts which have inherited service configurations based on bureaucratic planning frameworks rather than service configurations suited to a more competitive environment. Examines the strategic choices available to these organizations; explores the importance of identifying positive strategic choices; and discusses the advantages and disadvantages in the context of the NHS internal market.

In those frightening years between the two Wars and governments in France came and went with dismal frequency, it used to be said that any French Government which permitted food prices to rise had no chance whatever of surviving, and the result was that food was bountiful and incredibly cheap. Times have changed dramatically but not the attitude of people to the price and availibility of food and, in particular of political control; this is very much the same as always. Mostly, it revolves around the woman and what she sees as an abuse, greed and taking mean advantage of prevailing conditions and, make no mistake, this will be reflected in the political field; in the way she votes. It has happened in previous elections; it will happen in even greater degree in the next election and, although not decisive, it can have a not insignificant impact. None know better than the housewife how meaningless is the smug talk of the politicians when it comes to food prices. Their attitude may not have been the main factor in throwing out the last Conservative Government; this was undoubtedly the fear that their continuance in office would result in widespread strikes and the serious effect these upheavals have on food prices (and other household necessit ies), but the votes of woman were an unimportant contribution. As it was, it mattered little to the muscle men of the trade unions which party is in power. Women's talk around the shops and supermarket's, up and down the High Street to‐day is one long grumble and disillusionment with politicians generally.

A comparative analysis of ideologically opposed Turkish newspapers’ coverage of the Gezi Park protests, which was a wave of pro-democracy movement in Turkey, is critical because the media not only have a strong influence on opinion formation (Fairclough, 1989) but also provide the most relevant context for observing controversial interpretations and practices of democracy in Turkey. Although previous research on the media framing of social movements (Chan & Lee, 1984; Dardis, 2006; Hackett & Zhao, 1994; McLeod & Hertog, 1999) has shown that the media delegitimized the protests to serve the interests of the political status quo, it is expected that a much more complicated attitude may be revealed in the Turkish media because of the protest issue and polarized media. To this end, I triangulate corpus linguistics with frame analysis to explore discrepancies between the right and left wing newspapers’ coverage of the protests. Contrary to previous studies, no sort of unanimity on the side of the political authority is observed in Turkish media. While right wing newspapers widely use delegitimizing frames to portray the protests as an international plot or a masquerade, left wing newspapers only use legitimizing frames to deem the protests as a reasonable reaction to the controversial policies of the government. The findings of this study provide a new understanding of changing media attitudes toward social mobilizations in an era which has witnessed a series of movements for democracy and equality.

The purpose of this article is to understand how academics in management deal with the concept of generation in the workplace. We begin by conducting an interdisciplinary literature analysis, thereby elaborating a conceptual framework concerning generational diversity. This framework consists of four levels of analysis (society, career, organisation and occupation) and three dimensions (age, cohort and event/period). We then conduct a meta-analysis using this conceptual framework to analyse papers from the management field. The results from this analysis reveal the existence of a diversity of generational approaches, which focus on the dimensions of age and cohort on a societal level. Four factors seem to explain these results: the recent de-synchronisation of generational dimensions and levels, the novelty of theoretical models, the amplification of stereotypes by mass media and the methodologies employed by researchers. In sum, this article contributes to a more realistic view of generational diversity in the workplace for both academics and practitioners.

To determine where, when, how, and wherefore European social theory hit upon the formula of “the True, the Good, and the Beautiful,” and how its structural position as a skeleton for the theory of action has changed.

Genealogy, library research, and unusually good fortune were used to trace back the origin of what was to become a ubiquitous phrase, and to reconstruct the debates that made deploying the term seem important to writers.

The triad, although sometimes used accidentally in the renaissance, assumed a key structural place with a rise of Neo-Platonism in the eighteenth century associated with a new interest in providing a serious analysis of taste. It was a focus on taste that allowed the Beautiful to assume a position that was structurally homologous to those of the True and the Good, long understood as potential parallels. Although the first efforts were ones that attempted to emphasize the unification of the human spirit, the triad, once formulated, was attractive to faculties theorists more interested in decomposing the soul. They seized upon the triad as corresponding to an emerging sense of a tripartition of the soul. Finally, the members of the triad became re-understood as values, now as orthogonal dimensions.

This seems to be the first time the story of the development of the triad – one of the most ubiquitous architectonics in social thought – has been told.

Self‐efficacy has been defined as individuals’ beliefs, thoughts, and feelings about their personal capabilities that affect how they function and, which in turn influence their performance (Bandura 1977). Self beliefs can influence behaviour choices, determine the amount of effort needed and for how long, and encourage thought patterns and emotional behaviours necessary to succeed. It is theorised that students with unrealistic expectations (especially overly optimistic expectations) may have difficulty aligning efforts with desired performance levels and, as a result, perform more poorly. In this study, selfefficacy is operationalised as the difference between actual and predicted examination performance. Prediction errors in the final examination marks (MERR) and prediction error in the overall course grade (GERR) of a second year management accounting course are used as measures of Self‐efficacy. Using regression analysis, the results indicate that the efficacy measures are significant and positively related to course performance. This suggests that students who are more conservative in their expectations of the course results perform better than those who are more optimistic. The findings also showed that student characteristics of previous academic achievements (CGPA) and hours of study per week (HRWK) explained more that 40 per cent of the variations in the self‐efficacy measures. The higher a student’s CGPA, the more conservative or cautious he is in the prediction of his final course performance. The more pessimistic a student is of his final course performance, the lower the number of hours he estimates for studying the course.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations.

An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses.

The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being.

The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance.

Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.