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This chapter investigates how small- and medium-sized enterprises and large firms decide the sourcing strategies to explore and exploit. This study adopts a qualitative methodology and reports on the insights derived from interviews with 35 companies and 2 experts. A series of propositions are derived, and these propositions are used to propose a height–distance view of exploration and exploitation. The implications for theory and managerial practice are presented in the concluding remarks.

Max Weber called the maxim “Time is Money” the surest, simplest expression of the spirit of capitalism. Coined in 1748 by Benjamin Franklin, this modern proverb now has a life of its own. In this paper, I examine the worldwide diffusion and sociocultural history of this paradigmatic expression. The intent is to explore the ways in which ideas of time and money appear in sedimented form in popular sayings.

My approach is sociological in orientation and multidisciplinary in method. Drawing upon the works of Max Weber, Antonio Gramsci, Wolfgang Mieder, and Dean Wolfe Manders, I explore the global spread of Ben Franklin’s famed adage in three ways: (1) via evidence from the field of “paremiology” – that is, the study of proverbs; (2) via online searches for the phrase “Time is Money” in 30-plus languages; and (3) via evidence from sociological and historical research.

The conviction that “Time is Money” has won global assent on an ever-expanding basis for more than 250 years now. In recent years, this phrase has reverberated to the far corners of the world in literally dozens of languages – above all, in the languages of Eastern Europe and East Asia.

Methodologically, this study unites several different ways of exploring the globalization of the capitalist spirit. The main substantive implication is that, as capitalism goes global, so too does the capitalist spirit. Evidence from popular sayings gives us a new foothold for insight into questions of this kind.

Today’s work environment requires a new type of leader development. It is no longer enough for leaders to be qualified and knowledgeable. Leaders must be focused, adaptable, and resilient in order to be effective amid the increasingly distracting and chaotic organizational world. We argue that current methods of leader development need to evolve to encompass leader well-being and focus on intrapersonal competencies in order to adequately prepare leaders for today’s stressful work world. We provide a holistic development framework for leaders which we believe is a better match for the intrapersonal capabilities required by leadership roles. Our approach is two-fold. First, we believe it is important to educate leaders on the potential interaction between the external sources of stress and leaders’ neurophysiological and subjective well-being. Second, we believe leaders need different development experiences, ones that can help renew psychological resources. We review four categories of holistic leadership practices – mindfulness, social connections, positive emotion inductions, and body-based practices – which can help to counter the effects of overload and exhaustion. We also discuss the future of holistic leader development and suggest directions for future research.

Disparities in transplant rates across social categories provide limited information about gatekeeping processes in access to kidney transplantation. We hypothesized that early opportunities for discussion of kidney transplantation potentially generate social capital that serves as a resource for patients as they navigate the transplantation pathway.

A national sample of first-year dialysis patients was surveyed and asked if kidney transplantation had been discussed with them before and after starting dialysis treatment. Associations between reported discussion and patient-specific clinical and nonclinical (sociodemographic) indicators of attributed utility for transplantation were investigated, and the association of reported transplant discussion with subsequent transplant waitlisting was analyzed.

Time to placement on the kidney transplant waiting list was significantly shorter for patients who reported that transplantation had been discussed with them before, as well as after, starting dialysis. Likelihood of reported discussion varied by patient age, employment and insurance status, cardiovascular comorbidity burden, and perceived health status; in addition, women were less likely to report early discussion.

It would be valuable to know more about the nature of the transplant discussions recalled by patients to better understand how social capital may be fostered through these discussions.

Indicators of attributed utility for successful transplantation were associated with transplant discussion both before and after starting dialysis, potentially contributing to observed disparities in access to kidney transplantation.

Predialysis nephrology care and patient participation in discussion of kidney transplantation may foster social capital that facilitates navigating the transplantation pathway.

This chapter reports a study of school provision for first generation learners in a tribal community in Maharashtra, India. The chapter considers how a group of children transferred from a government school provision of poor quality into a new and inclusive privately funded school with a more child centered approach. It examines issues relating both, to access and the quality of education available to meet the needs of first generation learners. The main aim of this study was to investigate educational opportunities and the challenges of this change in provision from the perspectives of children and their parents. This study provides unique insights into the needs of first generation learners by presenting their own voices as a means of articulating their experiences through a process of transition.