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We examine the effect of peer honesty on focal manager honesty in a budget reporting setting. We disclose peer honesty to the focal manager at three levels: no, partial, and full disclosure of the reporting behavior of the other managers in the focal managers’ cohort. In partial disclosure, only the reports of the least honest peers are disclosed to the focal manager. In full disclosure, all managers’ reports in the cohort are disclosed to the focal manager. We predict and find that disclosure of other managers’ reports leads to less honesty compared to the absence of disclosure. We show that disclosure changes the focal manager’s perceptions of what constitutes acceptable reporting behavior, such that reporting more dishonestly becomes more acceptable. Our results have implications for understanding fraud dynamics and have practical implications for the design of control systems, as they suggest that managers will use peer dishonesty to justify their own dishonesty, even when they know that only some of their peers report dishonestly.

This chapter uses McAlevey's mobilising/organising dichotomy to analyse the recent McDonald's mobilisation in Britain. It argues that this movement has had some impressive successes but building on these requires greater organising activities. However, conventional union organising techniques are unlikely to be successful in hospitality. Instead, the approach of another low-wage worker movement OUR Walmart demonstrates how social media can be used not only to benefit mobilising activities but to enable organising beyond the workplace.

This introductory chapter surveys institutional experimentation that has emerged internationally in response to the contraction of the traditional model of employment protection. Various initiatives are discussed according to the particular challenges they are designed to address: the emergence of non-standard employment contracts; increasing sources of labour supply engaging in non-standard work; intensification of exogenous pressures on the employment relationship; the growth of intermediaries that separate the management from the control of labour; and the emergence of entities that subvert the employment relationship entirely. Whereas post-war industrial relations scholars characterised the traditional regulatory model as a ‘web of rules’, we argue that nascent institutional experimentation is indicative of an emergent ‘patchwork of rules’. The identification of such experimentation is instructive for scholars, policymakers, workers’ representatives and employers seeking solutions to the contraction of the traditional regulatory model.

This chapter focuses on the career paths of African American women in collegiate athletics. Through a review of literature and policy analysis, three overarching themes emerged and is the focus of this chapter: (1) challenges and barriers African American women encounter in pursuing careers in collegiate athletics with a particular focus on extant inequities of African American women in administrative and head coaching positions; (2) professional sport development programs tailored to improve career opportunities for African American women and other minorities; and (3) strategies to alleviate challenges and barriers African American women endure in collegiate athletics.

The purpose of this chapter is to provide the rationale for the public authorities’ direct interventions to realise benefits for the city and region of Glasgow acting as host city for the 2014 Commonwealth Games.

The methodology relies on an extensive literature review of the impact of large sporting and cultural events and of the evolution of the partnership approach to social and economic development and regeneration. One of the authors was critically involved in the construction of The Commonwealth Games legacy for Glasgow and so the chapter uses a participant researcher methodology.

The findings are consistent with the lessons from previous mega events as proposed following recent Olympic and Commonwealth Games and World Cups. The City Council was able to introduce a partnership approach which intervened to establish a viable legacy programme.

Research implications, as previous studies have argued, are of a need for evaluation of the legacy programme over a period of several years.

Practical implications follow from the success of the Glasgow Games which confirm the advantages of a partnership-based legacy programme being established early by the host city.

Social implications have been addressed over the short term by others and the longer term impacts of public sector interventions need to be analysed.

Originality/value of the chapter come from the description and assessment of the first legacy programme to be established before the event with wide stakeholder support.