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This chapter provides novel theory that explicates how positive emotions of four actors (supervisors, employees, peers, and customers) in the service profit chain can foster the creation of positively deviant service businesses. It is suggested to incorporate studies and theories of positive organizational scholarship and particularly studies on positive emotions to the services marketing literature. This chapter elucidates how positively deviant behaviors, such as expressions of appreciation, helping others, gratitude, trustworthiness, and unselfishness, can foster the creation of such positively deviant performances that may generate supreme customer experience. These four positively deviant performances are trust in self and others, feeling of oneness, creativity, and seeing the bigger picture. The suggestion is that these positively deviant performances create climate for positivity in the supplier–customer interaction and foster the co-creation of mutual value in service businesses.

This chapter focuses on issues that arise when certain professors invoke the age-old hierarchy of position their terminal degrees bestow on them and interact in elevated ways with graduate students and sometimes with faculty members as well. Lack of relationship with peers/students, absence of appreciation for others' contributions and resistance to change, coupled with academic positions that allow them to aggrandize themselves (and get away with it) sit at the core of some male behaviors I have experienced. In this work, Lugones' notions of “arrogant perception” and “loving acceptance” are used as the central conceptual lens through which three in situ, betwixt-and-between career experiences are presented, unpacked and traced to their roots. While position, gender and power play out excessively in the three featured scenarios in this work, this does not mean that all males claim and act on the dominant plotline that history has bestowed on them. Neither does it mean that all females reject that plot as well. The shifting positioning of both males and females are sample topics for potential follow-up research.

We present a peer-to-peer teaching approach designed to prepare introductory accounting students to address ethical challenges they will face in the workplace. We describe the motivation, processes, and resources used, introduce an effectiveness measure and discuss refinements so that other universities may adopt the innovation.

Upper division Beta Alpha Psi (BAP) accounting honor society members, with faculty guidance, create and deliver workshops in the 200-level introductory accounting sequence using the Giving Voice to Values (GVV) curriculum. GVV provides tools to move from recognition to action when confronted with a values conflict. The BAP members had completed the GVV exercises and casework in their upper division accounting courses. Now as peer coaches, they guide sophomore-level business students through the GVV curriculum to prepare them to act on their values when challenged.

Post-training perceptions express consistent beliefs that the introductory accounting students’ skills and abilities had improved with the training. Additionally, introductory accounting students’ descriptions of how they would address values conflicts based on what they learned in the training reflects development of personalized specific approaches.

GVV provides students with an action-based ethics toolkit to build upon as they move forward academically and professionally. The peer-to-peer innovation builds stronger mentor and mentee ties and introduces the business program’s ethical culture to sophomore-level business students.

The innovation won the 2014 Beta Alpha Psi Ethics Award sponsored by Grant Thornton and reflects the first use of a peer-to-peer approach with GVV in a university setting.

Too often, we take for granted first impressions and how others perceive us; however, such perceptions frequently form the basis for entrepreneurial success. Your personal brand is bound to exist – whether you create it explicitly or whether it is created implicitly for you. As we grow our businesses as entrepreneurs, brand equity (the market valuation of a brand) becomes our greatest asset. This chapter will explain the value of a personal brand promise, demonstrate how to create a perfect pitch narrative, and examine tools such as LinkedIn and YouTube that can be leveraged to achieve professional success.

The present chapter puts one perspective center stage and looks at the relationship between TSC and its manifestation in individuals. More specifically, we are concerned with the relationship between processes of attitude formation and attitude change. The concept of attitudes is one out of several psychological constructs which are known to have mediating influence on actual behavior. Thus, it is a possible starting point to positively influence behavior in road traffic toward higher levels of (commitment to) safety. Understanding how safety culture is internalized by individuals and how it shapes safe conduct shall be theoretically described and practically exemplified to show how this approach can become useful and relevant for practitioners in the field of road safety.

The argument is developed in three parts. In the first part, Herbert Kelman’s (1958) conceptual scheme of three stages of attitude change is presented in which the levels of compliance, identification, and internalization of values are distinguished. In the second part, it is argued that these different levels of value integration correspond with three different kinds of psychological theories which address the relationship between attitudes and deliberately conducted behavior (action). It is a well-known fact in the science of human action that there is no direct relationship between attitudes, decision making, and action. Using Kelman’s three levels of value internalization as a scheme of reference, the conditions under which persons act in line with their attitudes can be conceptualized more precisely. From a normative point of view, it is argued that persons who align their actions and attitudes with reference to socially appreciated values are said to be elaborated. They orient their conduct by an ethos of safety to which they feel committed and they are able to interact in mindful ways. We discuss some of the basic constructs at each level and underpin their importance with reference to behavioral change toward higher levels of safety with empirical findings that have been published. In a third part, we present our findings in a summarizing table and suggest a list of factors and themes which mainly correspond to one of the three stages of attitudinal change and value internalization. Finally, we outline some examples of how traffic safety interventions can be conceptualized at these different levels.

The notion of accountability carries with it an implicit sense of objectification, in which schools, teachers, and students represent the objects of measure by which policy makers judge schools. Reframing the notions of accountability requires a critical interpretation of the accountability system that challenges competitive notions of achievement while cultivating compassionate views of student performance. Drawing from the principles of critically compassionate financial literacy, this chapter discusses how discipline-based art education may provide an instructional vehicle for facilitating dialogues that reframe notions of accountability in education.

Recent events such as the terrorist attacks of September 11, 2001 against the United States and the national disaster of Hurricane Katrina demonstrated the acute need for interagency collaboration. Using a semi-inductive method, we conducted two studies with senior homeland security leaders to learn more about organizations’ collaborative capacity during the early planning stages. In study One, we used an interorganizational systems perspective to identify factors that create or deter effective collaboration. Study Two elicited vignettes from a second group of senior homeland security leaders to gain further insights into the ways in which their organizations are successfully building collaborative capacity.