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The purpose of this paper is to investigate the historical contributions of complex innovations (both creative and tactical components) in a formative period in a major Australian department store, David Jones Ltd.

The study uses a context-specific lens to examine complex retail innovation. The study adopts a longitudinal design with the focus on a single firm, which met the inclusion criteria. Data collection was predominately from company archival materials and publicly available documents, including newspapers.

An in-depth analysis of two complex innovations demonstrates the retailer’s successful management of both marketing exploration (innovation) and marketing exploitation of that innovation. Effective marketing requires operational, tactical marketing exploitation to dovetail marketing exploration.

The study is limited to one successful department store. Notwithstanding, there are expectations that the lessons extend to many other retailing organizations.

The practical relevance is clear, with the emphasis on retail innovation (and especially complex innovation) as a basis for both surviving and thriving in an ever-changing marketing environment.

The use of a complex innovation approach is a novel way of examining marketing history. The study concludes that both marketing exploration and marketing exploitation are essential for retail longevity.

This paper has five objectives. First, to draw attention to serious weaknesses in Kaminsky's analysis of the South Australian “Freedom and Authority” memorandum. Second, to sketch out how Kaminsky could have presented a more realistic picture of A.W. Jones's position both with regard to the memo, and school governance in general. Third, to show that had Kaminsky pursued this suggested line of analysis he would have found that Jones confused ends‐type policy‐making with technico‐professional decision‐making, which led Jones into error concerning the respective roles of lay people and professionals in educational policy‐making. Fourth, to illustrate how Jones's radical indictment of the lack of “democracy” in Australian schools in the mid 1970s was conjoined with conservative and technocratic decisional proposals. Finally, to suggest that the issues raised in my criticism of Kaminsky and Jones are of crucial importance to all those interested in school governance.

The purpose of this paper is to present a biographical review of the career of the late Caroline Robinson Jones (1942‐2001) in order to understand her challenges and contributions to the advertising profession. Prior to her death, she was considered the foremost African‐American woman in the advertising business. She was the first black woman to serve as a vice president of a major mainstream advertising agency and also established a respected agency bearing her own name. This paper focuses on Jones' contributions to marketing practice and her experiences as a woman of color in the advertising industry.

This paper uses a traditional historical narrative approach largely based on archival materials housed in the Caroline Jones Collection at the Archives Center of the National Museum of American History at the Smithsonian Institution. Relevant secondary literature was also employed to provide appropriate context.

While the advertising industry has historically been noted for its lack of diversity among its professional ranks, Jones made significant contributions to the industry. Yet, despite her trailblazing accomplishments, findings suggest her efforts were constrained by structural oppression in the industry concerning gender and race.

Scholarly literature reflecting the contributions and experiences of women of color in the advertising business is nearly non‐existent. This paper provides an analysis using sources which are valuable in understanding career opportunities and challenges for women of color in advertising professions.

This chapter discusses how private military corporations (PMCs) and their employees have been implicated in discourses and practices of sexual violence. I examine how PMCs have become seemingly permanent fixtures of international relations since the end of the Cold War. Furthermore, the purpose is to contribute to the ongoing conversations about PMCs and gender. To do this, I examine one instance of sexual violence in the context of PMCs. I argue that, since the legal case was forced into private arbitration, this maneuver reflects critical shifts in the normalizing power of law, away from a model of a social contract toward global neoliberal economics.

Utilizing postmodern feminist theory alongside a Foucauldian discourse analysis, I explore the case of one PMC contractor who alleged rape by multiple coworkers in Iraq. I examine the limitations of standpoint feminism in relation to theories and representations of sexual violence.

I claim that military outsourcing raises serious concerns for feminists theorizing issues of gender and wartime sexual violence. PMC personnel are unaccountable when they are implicated in cases of sexual violence. Feminist critique is urgent given the various ways PMCs have been implicated in reproducing gender inequality and in sexual violence.

This chapter advances feminist knowledge about wartime sexual violence in a context where PMCs now play a significant role in the reproduction of practices that normalize sexual violence in public and private militarized spaces, both “at home” and “abroad.”

This chapter proposes a framework which relates the Firm Specific Advantages (FSAs) of the multinational enterprise with the timing of entry in VUCA-type host environments, characterised by high volatility (V), uncertainty (U), complexity (C), and ambiguity (A), and which have become extraordinarily high risk. Drawing on historical evidence, in particular on Geoffrey Jones’ research - to whom this volume is dedicated - on the evolution of international business, it shows that in extraordinarily high-risk environments multinational enterprises need to have additional FSAs beyond those considered in the traditional FSAs/CSAs (country specific advantages/firm specific advantages) framework. The proposed framework distinguishes between prevention, mitigation, avoidance and withdrawal strategies carried out before and after entry in host markets that have become of extraordinary high risk.

In this the fourth issue of the Leadership and Organization Development Journal the theme of studying the life of influential entrepreneurs is continued. Mike Owridsmith and Andrew Kakabadse trace the life of Sir Alfred Jones, identifying the ambitions, skills, foresight and general vision that made him into the man he was.

This paper aims to respond to recent calls by Jones (2014) and Jones and Solomon (Accounting, Auditing & Accountability Journal, 2013) for more studies on biodiversity accounting and reporting. In particular, this paper explores biodiversity reporting of the Murray-Darling Basin Authority (MDBA), an Australian public sector enterprise.

The paper uses content analysis of MDBA’s published annual reports over the period of 15 years (1998-2012). Archival data (from different government departments) are also used to prepare natural inventory model.

The paper finds that although specific species, such as flora and fauna, and habitats-related disclosures have increased over the time, such information still allows only a partial construction of an inventory of natural assets, using Jones’ (1996, 2003) model. However, unlike prior studies that find lack of data availability to be the main impediment for operationalising biodiversity accounting, the abundance of biodiversity data in Australia makes it comparatively easier to produce such a statement.

Informed by the environmental stewardship framework, the results of this paper suggest that the disclosures made by MDBA are constrained potentially due to its use of traditional accounting mechanisms of reporting that only allow tradable items to be reported to stakeholders. An alternative reporting format would be more relevant to stakeholder groups who are more interested in information regarding quality and availability of water, and loss of biodiversity in the basin area rather than the financial performance of the MDBA.

Although there are a growing number of studies exploring biodiversity reporting in Australia, this paper is one of the earlier attempts to operationalise biodiversity (particularly habitats, flora and fauna) within the context of an Australian public sector enterprise.

Economists should not, according to Jones, neglect the legal, cultural, and social impediments that affect the dissemination of full-blown market behavior outside Western society. Custom, traditions, beliefs, and values combine with economic choice to produce existing culture. But, within these interactions, the economic choices of self-interested individuals and their formal institutions hold the upper hand. Jones rejects the hypothesis of “cultural nullity,” according to which culture depends entirely on the economy. Jones also rejects the alternative “cultural relativist” hypothesis, where each culture maximizes its own values, and the free market and capitalism are themselves cultural artifacts. For Jones, the cultural context within which capitalism develops is relevant only as a second-order factor to explain the pace and uneven nature of the global diffusion of wealth-maximizing, self-interested, and competitive behavior.