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Adjustment to a post‐Doha trading regime will be disproportionately costly and difficult for developing countries. Increased aid is vital for the poor countries if they are to grasp the opportunities provided through trade and meet transition costs. With aid‐for‐trade, for the first time, the developed countries have another bound and meaningful commitment that they can offer developing countries. Our proposal to provide new resources to meet adjustment needs, however, does not suggest that trade, when combined with aid, will be a panacea for developing countries. Interactions between trade, aid, and broader development policies and reforms are important.

The purpose of this paper is to familiarize readers with the nature and scope of the current global economic crisis, its implications for economic development, and what macromarketing can contribute both to better understanding and solutions.

The paper is a controversies‐based examination, including a selective, multi‐disciplinary literature review and personal observation with a focus on the past, the present and the likely future of economic development.

The paper reports on global trends in economic development, shares prognoses, and suggests the importance of macromarketing perspectives and practices to advance individual and societal well being.

This paper provides a fresh, multi‐disciplinary perspective on controversies vis‐à‐vis economic development, while reflecting on past perspectives and new directions for individual and societal well being. The prospects for economic development in light of the global economic crisis and macromarketing orientations are discussed in considerable detail. Some personal views on the likely future of development are also offered.

International business and/or strategic management.

This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management.

Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations.

Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines.

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In December 1991, General Motors Corp. announced that it would lay off 74,000 employees. The same month, The New York Times reported that Xerox Corp., Eastman Kodak Co., IBM Corp., and General Motors, among other organizations, expect many 1991 layoffs to be permanent. Some feel that's because this latest US recession is not a cyclical downturn but an overdue adjustment indicative of a relocation of the world economy.

Discusses the economic and monetary union and the euro; the UK and impacts of the euro; the UK public/business opinion and membership; and a suitable strategic approach to the currency. Presents a case study, summarizing the findings of a survey undertaken in May/June 2000, to ascertain the views of financial directors of UK hotel chains to the euro. Concludes that it would appear the UK hospitality industry is not adequately prepared for the euro and that in order for it to survive and prosper it must adopt to change.

It is commonly recognized in the UK Higher Education (HE) sector that the United States has dominated the practice of applying and articulating service-learning as a pedagogical approach for several decades (see Bringle & Hatcher, 1996; Butin, 2003; Eyler & Giles, 1999; Furco & Billig, 2002; Morton & Troppe, 1996). The use of service-learning as a pedagogical approach is an emerging field in the UK, responding to strategic agendas such as national assessment of academic impact and the civic role of universities.

The UK, unlike 12 of our fellow European countries, has decided not to join the euro. Indeed, the question of Britain’s membership of the single currency is unresolved. However, whether the UK decides to join or not, the British public house industry will be affected by the single currency. This article discusses the European Union and the euro, the impacts of the single currency on the British public house industry and a strategy for currency changeover in UK public house companies. The article includes a survey of finance directors of public house companies to ascertain their views of the euro. This is presented as a case study. The information contained in this article should be useful in helping public house firms develop a suitable strategic response to the euro. In this context, it is important that currency changeover is seen as an opportunity rather than a threat.

The authors explore the Australian Government's implementation of budgetary measures to manage the social and economic impacts of COVID-19, paying particular attention to how the country's history of inequality has shaped these actions, and the effect inequality may have on outcomes.

In this qualitative case study of public budgeting, the authors draw on the latest research into inequality to consider the implications of policy responses to COVID-19 in Australia. In particular, we examine the short-term introduction of what we term “people-focused” budgetary measures. These appeared contrary to the dominant neoliberalist approach to Australian welfare policymaking.

This paper foregrounds the relationship between budgeting, public policy and inequality and explores how decades of increasingly regressive tax systems and stagnating living wages have made both people, and the state, vulnerable to crises like COVID.

There is still much to learn about the role of accounting in the shaping of growing economic inequality. In focusing on public budgeting within the context of COVID, the authors suggest ways accounting researchers can contribute to our understanding of economic inequality, both in terms of drivers and consequences. The authors hope to contribute to a growing body of accounting research that can influence social movements, political debates and policymaking, while also raising awareness of the consequences of wealth and income inequality.

The authors explore ways accounting scholars might help articulate a post-COVID future that avoids recreating the inequalities of the past and present.