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The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of stakeholders. In a rare chain of events, non-unionized workers and managers engineered a change in senior management of the company. Their willingness to sacrifice their livelihoods in support of one person exemplifies the impact that can be made by a single, authentic, leader. This case draws upon secondary sources which provide insight into broad panoply of business and organizational behavior issues. The primary focus of the case, however, is leadership.

This case was developed using secondary sources and court documents that reported on the events that precipitated the problems at Market Basket as well as the strike and aftermath.

Management principles, organizational behavior. All undergraduate class levels would be appropriate.

This case exemplifies these three major theories in a real-life situation: stakeholder theory, corporate culture theory, organizational commitment.

Reproduces the three winning entries in the Scottish schools essay competition. Entrants were asked to choose a character from a book and to write about what that character means to them.

The purpose of this article is to highlight the multifaceted nature of financial exclusions, the range of potential needs that require addressing via financial inclusion policy and grounded initiatives, and emphasise that future “new models of affordable credit” must be framed by, and embedded in local communities.

Documentation and analysis of an innovative participatory consultation that explored the perceptions and financial needs of a local population through use of participatory appraisal is used, one of a growing family of participatory approaches that is recognised as taking a “whole community approach” to conducting action research.

Provides evidence of the range of services actually available to the “financially excluded” in a so‐called disadvantaged area, reasons for their use (or lack of), and the needs, wants, and/or desires to be fulfilled by any local “ideal” form of financial service provision.

The research suggests any financial inclusion solution must be sensitive and responsive to the varied circumstances and multifarious financial needs of local communities – one‐size‐fits‐all models of financial inclusion will have limited success due to the heterogeneous local manifestations of financial exclusions, the variety of perceived needs, and the variances of both of these over space and across social groups. More research is needed in other locations to explore geographical/social differences in such problems and needs.

This paper presents the findings of an innovative participatory consultation used to directly underpin and inform a local financial inclusion initiative.

The traditional role of business as essentially fulfilling a limited economic role has its articulate proponents (Milton Friedman, 1962; Theodore Levitt, 1958; Frederick Hayek, 1944). Friedman and others who see business as having a very central but limited role in society contend that the business of business is business — not social issues or politics.

While Freeman's stakeholder management approach has attracted much attention from both scholars and practitioners, little empirical work has considered the interconnectedness of organisational perspectives and stakeholder perspectives. The purpose of this paper is to respond to this gap by developing and empirically testing a bi‐directional model of organisation/stakeholder relationships.

A conceptual framework is developed that integrates how stakeholders are affected by organisations with how they affect organisations. Quantitative data relating to both sides of the relationship are obtained from 700 customers of a European service organisation and analysed using partial least squares structural equation modelling technique.

The findings provide empirical support for the notion of mutual dependency between organisations and stakeholders as advocated by stakeholder theorists. The results suggest that the way stakeholders relate to organisations is dependent on how organisations relate to stakeholders.

The study is original on two fronts: first, it provides a framework and process that can be used by researchers to model bi‐directional research with other stakeholder groups and in different contexts. Second, the study presents an example application of bi‐directional research by empirically linking organisational and stakeholder expectations in the case of customers of a UK service organisation.

Little systematic applied research has been conducted on how age‐related cognitive impairments might affect older adults' usage of web service and this paper aims to fill some of that gap.

An analysis of the relationship between the cognitive changes of aging and the usage of web services. Supported by field research with the key stakeholders, including older adults and organisations that provide services for older adults. This consists of focus group sessions with key stakeholders and individual interviews with older adult users. Older adult users also complete an online form using a think aloud protocol. The data are analysed using a thematic content analysis technique.

Issues around older adults' relationship with technology and the challenges they face along with the strengths and weaknesses of online forms and means to improve them. In particular, there are issues of fear and frustration, inconsistency and visual clutter, and a feeling of neglect by service providers. Users also identify a strong need for human rather than machine support when struggling with the technology.

The findings only now being applied to an existing system in the Delivering Inclusive Access to Disabled and Elderly Members (DIADEM) project and it still needs to evaluate of usability of DIADEM. Further research also needs to consider the technology adoption model for system like DIADEM.

The findings have implications in form design and transaction delivery for online services.

The perception of neglect by service providers is new and this with the needs for consistency and for human support lead to novel approaches in the DIADEM system.

Transformational government has been on the European agenda for several years. However, progress towards transforming public services for older adults with age‐related cognitive impairments has been very limited. While socioeconomic factors associated with the older adult community which can hinder their usage of governments' online services, partly explain such slow progress, the paper argues that inability of current web‐based technologies and services to adequately cater for specific cognitive impairments of older adults plays a major part in this. Highlighting such limitations, the purpose of this paper is to present the results from a research project currently being undertaken in the UK, Norway and Italy, to demonstrate how assistive web‐based technologies can be developed to assist the transformation of governments' services for older adults with age‐related cognitive impairments.

The research approach includes three phases. The aim of Phase 1 is to develop a comprehensive list of requirements for the development of the first version of the delivering inclusive access to disabled and elderly members (DIADEM) application. In Phase 2, a usability evaluation is carried out from the perspective of the older adult target user group. These two phases include the literature revive, the focus group interviews and the user trials. Currently, DIADEM project activities are about to go into Phase 3.

The key findings of the study indicate that the users of the DIADEM assisted online form filling seemed report comparatively high levels of satisfaction. Furthermore, the innovative use of experts systems has brought significant benefits to the older adults with cognitive decline as the DIADEM technology appears to be sensitive to the users who present high level of cognitive decline, and provides increased levels of assistance accordingly. The paper shows how such benefits can transform the governments' services to older adults with age‐related cognitive impairments when the DIADEM technology is commercialised and diffused.

The DIADEM enabled transformations is not simply about technology. It is an organisational change too. As a result further research needs to be carried out on the challenges around change management, and the level of commitment to change which will be required to achieve the DIADEM enabled transformation in governments.

The paper focuses on transforming governments' online services for older adults with age‐related cognitive impairments. This research area has been neglected for several years by both researchers and practitioners.

The purpose of this paper is to study the relationship between project success factors and actual project success. It reports on an investigation into those factors within the direct influence of project managers that can make a real difference to the outcome of project endeavours.

Using principal components analysis (PCA) on 60 questions about actual project work performance collected from four culturally different regions (UK, France, Norway and China), nine distinctively different critical success factors were found. Similarly, using PCA on ten project success items, three distinctively different project success criteria were extracted.

The most important factors in improving managerial ability to deliver results in time and at cost were strong project commitment, early stakeholder influence, stakeholder endorsement of project plans and rich project communications. To secure project impact, strong project commitment and rich project communications were the main contributors. A well‐structured and formal project approach and well understood and accepted project purpose, implying high quality management, also scored high. Captured experience was best supported by a well‐structured and formal project approach and rich project communications.

As the project approach increases as a means for implementing strategic goals, project managers should devote increasing energies into rich communication both within the project and towards the project environment.

The study is cross‐cultural. It shows that successful project management, regardless of cultural differences, still depends on “hard features” such as professional planning and cost control, but that “soft skills” such as rich communication and learning from experience are prerequisites for project management to achieve superior project success.