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Readers of this publication will be more aware than most of the fundamental changes that have occurred in the process of manufacturing. A combination of economic pressures and the advent of enabling technology, primarily driven by the development of IC microchips, have driven a conceptual re‐evaluation and restructuring of manufacturing and distribution.

This chapter develops a model and provides an exemplary case study of social intrapreneurship within a for-profit organization. The model has two components. The first looks at the antecedent conditions enabling social intrapreneurship, identifying three deinstitutionalizing mechanisms that ready a traditional for-profit organization to embrace a social enterprise: (1) changes in extra-organizational environment that disconnect sanctions and rewards; (2) disassociating existing institutional norms and practices from their mooring in a moral foundation; and (3) undermining core assumptions and beliefs. The second component of the model suggests that the social intrapreneurship process unfolds in four phases associated: (1) socialization (conception of social enterprise idea), (2) externalization (development), (3) integration (implementation), and (4) the internalization (institutionalization). We use the model as a lens to examine the history and development of the First Community Bank in Boston and end with a discussion of the implications of our research for theory and practice.

The negotiating process is of considerable significance in industrial situations, helping to develop understanding, agreeing terms and conditions of employment, accommodating conflicting interests, resolving conflict situations, developing procedures and structures for jointly dealing with the various types of problems arising in the industrial situation; resulting in an improved working climate, greater productivity, and more effective use of resources.

Public-funded research in digital humanities (DH) enhances institutional and individual research missions and contributes open data to a growing base of globally networked knowledge. The Digging into Data 3 challenge (DID3) (2014–2016) is an international, interdisciplinary and collaborative grant initiative, and the purpose of this paper is to explore skills that faculty and students brought to projects and others they acquired and shared on collaborative teams.

Rooted in the naturalistic paradigm, this qualitative case study centers on semi-structured interviews with 53 participants on 11 of the 14 DID3 projects. Documentary evidence complements empirical evidence; analysis is constructivist and grounded.

Hailing from diverse academic research institutions, centers and repositories, participants brought 20 types of discipline-based or interdisciplinary expertise to DID3 projects. But they reported acquiring or refining 27 other skills during their project work. While most are data-related, complementary programming, management and analytical skills push disciplinary expertise toward new frontiers. Project-based learning and pedagogy function symbiotically; participants therefore advocate for aligning problem-solving skills with pedagogical objectives at home institutions to prepare for public-funded DH projects. A modified content analysis juxtaposes DID3 skills with those advanced in 23 recent DH syllabi to identify commonalities and gaps.

Pedagogy has an important yet under-researched and underdeveloped role in public-funded DH research.

Outlines the legal position in which US firms can downsize. Comments that the current climate of laying off workers could lead to significant increases in claims if employers do not follow correct procedures. Consider issues such as wrongful termination, violence, age and disability discrimination. Looks at recent trends within this area of litigation and concludes that whilst job security for life is thing of the past, companies still have a responsibility to deal sensitively in this area.

The stories and lore that surround companies often are mistaken for fact and, even if true, can take on more importance than what actually was relevant in making the companies great.

AT last there is conclusive evidence, of that which we have hitherto proclaimed namely, that incentive schemes based on time and motion study are the best and most satisfactory means, to worker and management alike, of increasing productivity.