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Several telecommunication networking activities are underway in Arizona. The state is experiencing a tremendous rate of growth, with an accompanying demand for services. Arizona's geography is a challenge to the telecommunications industry with its mix of desert, mountains, and federal lands, including recreational areas and Indian reservations. While the majority of the population live in a few urban areas, there is the demand in the rural areas for equal access to information.

This paper provides an overview of the Aztec 13 – the top 13 multinational enterprises in Mexico. Different from research that groups countries and regions, the purpose of the paper is to deliver a nuanced picture of these multinationals in terms of their key characteristics and the strategies they follow when they internationalize.

All data sources that have been identified and reviewed are documents, printed and electronic. The Aztec multilatinas were identified using Forbes Global 2000 (2017). Other data sources such as media texts, company annual reports, reports filed with the Mexican Stock Exchange and the US Securities and Exchange Commission, as well as investor presentations, were collected and analyzed. Data sources were published in English and Spanish. The analytic procedure adopted entailed identifying, selecting, making sense of and synthesizing the data contained in the documents.

Aztec multilatinas have specific characteristics which, to a great extent, influence their internationalization strategies. Characteristics include the geographical location of their headquarters, their origin and history, their ownership structure and ties with families and government. These factors, combined, help to describe in greater nuance the internationalization strategies and activities of the Aztec 13. Such a detailed and focused description is a first necessary step for subsequent potential theorizing.

This paper contributes to the vibrant scholarly conversation on multinational enterprises from less researched regions and countries. Latin America is such a region and Mexico is such a country. Focusing on a single country and its top 13 multinationals allow a comprehensive description and disciplined analysis, with no dangerous generalizations to large regions and even larger settings such as emerging markets multinationals and with no false claims for theorizing.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

Chocolate and cocoa are made from the “beans” or seeds of several small trees, natives of tropical America, of which Theobroma cacao (L.) is by far the most important. Cocoa beans were highly esteemed by the aborigines, especially the Aztecs of Mexico and Peru, who prepared from them beverages and foods. They were brought to the notice of Europeans by Cortez and other explorers, but were not extensively imported into Europe until the seventeenth century, about the time tea and coffee were introduced from the East. At present the world's supply comes chiefly from Venezuela, Guiana, Ecuador, Brazil, Trinidad, Cuba, Mexico, and other regions bordering on the Gulf of Mexico, being gathered in these regions from trees both wild and cultivated; and also to some extent from Java, Ceylon, Africa, and other parts of the Old World, where the tree has been successfully cultivated.

This chapter describes the curriculum for one nine-week unit called “The United States of America and Native America.” This unit was part of a two-year course for students in grades 11 and 12 at a small, independent school in the Southwest. The school began as a US government–sponsored boarding school in the nineteenth century, tasked with assimilating Indigenous children into white US culture. Over the past century the school's mission has evolved significantly. During the nineteenth century, efforts were made to locate and recruit students in far-flung rural (mostly Hispanic) communities in New Mexico without access to a local high school. This effort has since expanded to offering a college preparatory education to local populations, who are less likely to enjoy private school or college educations, and to international students. This chapter gathers research about “decolonizing education” (Brayboy & Lomawaima, 2018; Jacob, 2018; Fryberg & Markus, 2007; and Deyhle & Swisher, 1997; Dunbar-Ortiz, 2014) and considers the extent to which the curriculum is effective for students who identify as Indigenous.

This paper examines the organizational consequences of aberrant decision making processes in terms of the continuum of knowledge management alluded to by T.S. Eliot (1969); namely information acquisition and use, knowledge and, in turn, insight and wisdom. The thesis of the paper is that a raft of recent corporate failures can be explained away in terms of managerial decision‐making processes that have destroyed the integrity of the organizational learning experience for these organizations, through the corrupt and dysfunctional behavior of their respective managerial elite. It is further argued that when viewed from an anthropological perspective this dysfunctional behavior is akin to cannibalism of the body corporate.

Mr John Roberts, C.Eng., F.R.Ae.S., F.M.I.MECH.E., chief executive of the Dunlop Aerospace Group headquarters in Coventry, has recently been elected a Fellow of the Royal Society of Arts (FRSA).

An attractive landscape is one of the main features which distinguish the business parks of the 1980s from the trading estates of the 1940s. Indeed it is arguable that location, landscape and effective site security/management are the three main selling points in a successful business park. Certainly private sector developers have in the last five or six years been placing an increasing emphasis on landscape architecture as a way of improving the appearance and facilities of their developments. Landscape is featured in marketing brochures, it aids letting and it ought to enhance property values.

IT must not be left exclusively to the United States, her native land, to pay tribute to Dr. Lillian M. Gilbreth on the occasion of her eightieth birthday. Her work in applying science to the problem of increasing productivity deserves the gratitude of us all, since it has affected the economy of all industrial countries and contributed substantially to the higher standard of life which is now enjoyed.