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The purpose of this paper is to suggest that librarians’ traditional methods of source evaluation – guided by the “Authority is Constructed and Contextual Frame” of the Framework for Information Literacy – do not adequately address today’s post-truth reality.

The authors will use the specific example of the release of the Environmental Protection Agency’s (EPA’s) National Climate Assessment report on November 23, 2018 and the subsequent Fact Check News Release published by EPA Headquarters on November 28 as a lens to explore the difficulty of teaching the Authority is Constructed and Contextual Frame in an era of alternative facts and fake news.

A brief analysis of human psychology, modern learning theories and Patrick Wilson’s work on cognitive authorities demonstrates that to provide effective information literacy instruction, librarians must do more to incorporate the social and emotional factors that individual students bring to the learning environment into current instruction practices.

This paper can be used as a resource for librarians seeking new strategies for information literacy instruction in the post-truth era.

Although a large body of literature exists to discuss the prevalence and implications of fake news in the post-truth era, few scholars have proposed solutions beyond a rededication to teaching critical source evaluation. This paper points to at least one new resource for source evaluation instruction which includes self-reflection among learners and points readers in a new direction to develop more.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

This chapter synthesizes works contained within the volume and paints a picture of where entrepreneurial orientation (EO) research stands today and where it is likely heading in the future. From the necessity for better theorizing and measurement to new directions and context, today’s research into EO is setting the foundation for future research that brings greater understanding to what it means for firms and organizations of all types to be entrepreneurial.

The claimants in these proceedings were a Mr Patrick Mahon and Mr Andrew Kent. The Defendants were partners in the Swiss Bank of Rahn & Bodmer. At the time in which the events giving rise to these proceedings occurred they were respectively, managing director and corporate development manager of TC Coombs, a London‐based firm of stockbrokers over which, at that time, the Securities Association (TSA) had regulatory jurisdiction. The Securities Association subsequently merged with the Association of Futures Brokers and Dealers to become the Securities and Futures Authority (SFA). One of TC Coombs' clients, a Mr Johnson, was under investigation by the Serious Fraud Office (SFO) in early 1990. Mr Johnson had been involved in a complex transaction which involved a meeting between him, Mr Kent and Dr Rhan from the Swiss Bank at the bank's offices. Unsuccessful criminal proceedings centred around that transaction were brought against the claimants but the judge in those proceedings ruled that the claimants had no case to answer.

The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.

The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.

This case can be used to teach either corporate governance or turnarounds.

Students will learn:

• How control of shareholder voting rights by a founding executive can undermine corporate governance

• The importance of independent directors and board committees

• How company bylaws affect corporate governance

• How to recognize and respond to early signs of stagnation

• How to avoid management actions that can make a crisis worse

• How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

How control of shareholder voting rights by a founding executive can undermine corporate governance

The importance of independent directors and board committees

How company bylaws affect corporate governance

How to recognize and respond to early signs of stagnation

How to avoid management actions that can make a crisis worse

How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

The purpose of this article is to present an inside look at the history of a little‐known but interesting initiative in the marketing field, one that involved the infusion of marketing thought into public policy decision‐making in the USA. It aims to trace the interesting tale of how marketing academics came to be included in the activities of the US Federal Trade Commission (FTC) through the FTC's “Marketing Academic Consultancy Program” (MACP) during the 1970s. This story also aims to include descriptions of the contributions made by those marketing academics and how those scholars were later phased out of the FTC.

An autobiographical approach is used since each of the authors was personally involved in the MACP. As participants in the program and as scholars whose careers were thereafter tremendously affected by that participation, these personal accounts provide considerable insight into the impact on both FTC operations and on marketing academic thought itself.

Over the decade of the 1970s some 30 marketing academics participated in this program, with considerable impact on both FTC operations and on marketing academic thought itself. Reflecting positive impact within public policy, for example, was a massive increase in the FTC budget for marketing and consumer research activities – from essentially zero at the start of the program to some $ 1 million in 1978. Benefits also flowed back into academia, as this program formed a prime basis for the development of today's “Marketing and Society” research area.

Although there are histories of the FTC, this is an original, first‐hand account of a little‐known era during which marketing academics and public policy decision‐makers were given a unique opportunity to work together and learn from each other. It offers personal insights into the workings of this innovative program and the benefits that accrued for both the FTC and for the marketing discipline.