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The purpose of this article is to develop an integrative framework of accelerator design to answer the question of what activities accelerators perform and how they function within a structured framework. Research on the functioning of accelerators as a mechanism for startup engagement produced multiple empirical results. However, the comparability of relevant research is strongly limited, currently hindering theoretical developments. Existing accelerator design models often differ and only partially overlap, which leaves extant literature with a fragmented and discordant conceptual understanding.

Based on a meta-synthesis method using qualitative analysis of 36 accelerator design articles, an integrative framework is developed. After identification of relevant literature, a renowned method for extracting, coding and synthesizing data on individual and cross-study level is applied to identify accelerator design constructs. Eventually, identified accelerator design constructs are integrated into a framework resting on the activity system lens of business model design.

The article reconciles fragmented knowledge on accelerator design and shows how accelerator design can be holistically conceptualized by 32 key activities clustered in eight design dimensions. The framework is complemented by an initial guideline for measurement. The findings further highlight formerly disregarded aspects of governance and community formation from a processual and structural perspective.

This article is the first to present a comprehensive picture of accelerator design integrating multiple empirical findings of prior research into a single coherent framework. This framework offers a shared foundation for future research exploring the delineations, functioning and impact of accelerators. From a practical perspective, the article provides managers of accelerators a guide to design, review and improve programs according to their value creation goals.

The objective of this study was to identify factors associated with misperceptions of body shape for 1,681 first‐year University students from Germany and Lithuania. The perception of body shape was rated on a five‐point scale. Multifactorial logistic regression showed that German students were more likely to perceive themselves as being fatter than their BMI suggested compared with their Lithuanian peers. The results indicated that misperception of body shape was a substantial problem for these university students, particularly those from Germany.

This paper aims to summarize recent research findings and reflections on The Added Value of Facilities Management (FM) and to outline perspectives for future research and development of the added value of FM.

The article is based on reflections on contributions to the recently published book “The Added Value of Facilities Management” and related future studies, as well as further exploration of five main themes.

Added value is expected to be central in the future development of FM, which is confirmed by recent foresight studies. There is a need for a better understanding of alignment between FM and core business, performance measurement methods and how models such as the FM Value Map can be of value to the involved stakeholders. Corporate social responsibility (CSR), sustainability and branding have great potential to add value and to elevate FM to become a strategic partner with corporate top management. Management of stakeholders’ perception of value and relationships are essential aspects as well and need further attention.

The article is based on the conclusions of several studies that aimed to explore items for further research, on the ideas of all co-authors of “The Added Value of Facilities Management” anthology and on further exploration of five main themes, and not on an extensive review of recommendations for further research to be found in a huge number of research reports.

The findings and ideas for further research on the added value of FM deliver input to further professionalization of FM.

This paper provides important input to the future research agenda on the added value of FM and sheds new light on five particular research topics.

Of the 1,321 samples of cheese examined, 27 were found to be adulterated. These included samples of ordinary whole milk cheese, described as “cream cheese,” and samples of cheese made from skimmed milk and sold as “Cheshire.”

This paper aims to discuss criminogenic elements and processes inherently presented in business organisations that affect the emergence of crime committed in or by business organisations.

This conceptual paper, based on relevant literature regarding a range of crime-coercive and crime-facilitative elements and forces that promote corporate crime, considers business organisations as a cogent unit of analysis to discuss the causation and origin of corporate crime.

Business organisations are, per se, criminogenic, i.e. companies are latently prone to committing crime, but are not necessarily criminal. By seeking to achieve commercial goals, companies can unintentionally create an atmosphere that invites crimes and unethical conduct. Organisational criminality is not primarily influenced by deviance in individual behaviour, but is a product of the organisation’s criminogenic settings and environment. Criminal activity arises from contact with criminogenic systems and employees’ adaption to organisational behaviours that do not meet the highest ethical and moral standards.

This is a theoretical analysis, lacking empirical research.

This study can help anti-fraud and compliance practitioners to develop anti-fraud strategies to prevent corporate crime at its source and further discussion on the causes of corporate misconduct and progresses the debate on the sources of illegal and unethical behaviour displayed in, and by, business organisations.

This paper highlights intrinsic features of business organisations that influence companies and employees to engage in illegal activities, malpractice and unethical behaviour and provides a conceptual framework and insights into the realm of inherent criminogenesis within business organisations and how this is shaped by organisations themselves.

Popular constitutionalists seek to recover the popular sovereignty foundations of American constitutionalism, bringing the people in as active participants in the constitutional enterprise as they create and refashion the Constitution by “majoritarian and populist mechanisms” (Amar, 1995, p. 89). The result is to recover an understanding, in FDR's words, of constitution as a “layman's document, not a lawyer's contract” (Kramer, 2004, p. 207). This understanding has deep roots in American constitutionalism, tracing its lineage back to the founding and, as popular constitutionalists insist, finds powerful expression in the likes of The Federalist and Abraham Lincoln (Ackerman, 1991; Tushnet, 1998). In exercising popular sovereignty, the people founded the Constitution, but they did not simply retreat from the trajectory of constitutional development. Rather, as Bruce Ackerman argues, since the Constitution of 1787 the people have spoken in a manner that has re-founded the Constitution giving us a “multiple origins originalism” (Kersch, 2006a, p. 801; see also Amar, 1998 and 2005). In turning to founding era thought and the notion of constitutional foundations, popular constitutionalists like Ackerman and Amar make common cause with conservatives who turn to original intent, but then they seek to synthesize this understanding with democratic expressions of popular will by emphasizing both formal and informal constitutional change, giving us layered “foundings,” and a more complex version of “living constitutionalism.” Such constitutional change, however, can only legitimately come from an authentic expression of “We the People.”

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Organizations and their actors are increasingly using video surveillance to monitor organizational members, employees, clients, and customers. The use of such technologies in workplaces creates a virtual panopticon and increases uncertainty for those under surveillance. Video surveillance in organizations poses several concerns for the privacy of individuals and creates a security-privacy dilemma for organizations to address. The purpose of this paper is to offer a decision-making model that ties in ethical considerations of access, equality, and transparency at four stages of video surveillance use in organizations: deployment of cameras and equipment, capturing footage, processing and storing data, and editing and sharing video footage. At each stage, organizational actors should clearly identify the purpose for video surveillance, adopt a minimum capability necessary to achieve their goals, and communicate decisions made and actions taken that involve video surveillance in order to reduce uncertainty and address privacy concerns of those being surveilled.

The paper proposes a normative model for ethical video surveillance organizational decision making based on a review of relevant literature and recent events.

The paper provides several implications for the future of dealing with security-privacy dilemmas in organizations and offers structured considerations for corporation leaders and decision makers.

The paper includes implications for organizations to approach video surveillance with ethical considerations for stakeholder privacy while balancing security demands.

This paper offers a framework for decision-makers that also offers opportunities for further research around the concept of ethics in organizational video surveillance.