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Definitions of domestic homicide shape data collection and prevention efforts and, consequentially, our understanding of these crimes. This chapter explores issues related to defining domestic homicide in the context of our work with the Canadian Domestic Homicide Prevention Initiative with Vulnerable Populations (CDHPIVP). We discuss selected case studies to demonstrate what cases are included and excluded in this work and to highlight the importance of understanding our narrower, project-based definition in relation to the larger context of domestic violence-related homicides and deaths. By considering how victims and perpetrators are identified when defining domestic violence, we illustrate how undercounting of domestic homicide may occur, contributing to the “dark figure” of domestic homicide. Furthermore, we argue that cases from certain groups, such as Indigenous women in Canada, may be systematically excluded from definitions of domestic homicide. In reflecting on these issues and cases, our aim is to advance calls for consistency and transparency in definitions to allow for stronger research across jurisdictions (Fairbairn, Jaffe, & Dawson, 2017; Jaffe et al., 2017), as well as to support efforts of initiatives such as domestic violence death review committees (DVDRCs) in their work to prevent domestic homicides.

To develop a framework for systematically defining the relevant market for intermediate goods that incorporates downstream market conditions.

We combine the well-established “Hicks-Marshall” conditions of derived demand for inputs with “critical loss/critical elasticity of demand” to yield insights into the definition of antitrust markets for intermediate goods and the competitive effects from a merger.

We show that examining “Hicks-Marshall” conditions can provide a more rigorous framework for analyzing relevant markets for intermediate goods. We also show that solely examining demand substitution possibilities for direct customers of an input can lead to an incorrect market definition.

Our framework may be difficult to apply in circumstances when several different downstream products use the input being examined and each of those downstream products has a different elasticity of demand.

We illustrate how reasonable ranges for key parameters relating to the ability of firms to substitute to other inputs and to adjust to downstream market conditions will often be sufficient to define antitrust markets for intermediate goods in practice.

Previous antitrust analysis has not systematically analyzed the impact of downstream market conditions in assessing market definition for intermediate goods. The framework we develop will be useful to future researchers attempting to define relevant markets for intermediate goods and evaluating the competitive effects of a merger.

We argue for a broadened approach to brokerage by distinguishing between brokerage emphasizing a particular structural pattern in which two otherwise disconnected alters are connected through a third party (“brokerage structure”) and the social behavior of third parties (“brokerage process”). We explore a processual view of brokerage by examining three fundamental strategic orientations toward brokerage: conduit, tertius gaudens, and tertius iungens that occur in many different forms and combinations. This processual view is especially relevant in increasingly complex and dynamic environments where brokerage behavior is highly varied, intense, and purposeful, and has theoretical implications for studying multiplexity, heterogeneity, and brokerage intensity.

Million Dollar Baby displays a contrived, provocative, and dramatic sequence of events that culminates in the death of a paralyzed woman, Maggie (played by Hilary Swank), a boxer by trade, who became a quadriplegic after her opponent “cold-cocked” her during a championship fight. The cheap shot caused her to fall on her wooden stool and break her neck. She calls upon her trainer, Frankie (played by Clint Eastwood), to kill her through an injection of adrenaline. Maggie claims that she has already died in that she can never be a boxer, which represents the only self she knows and loves. Ignoring Frankie's efforts to dissuade her, Maggie evokes a story from their shared past. The story, first told in a diner in which Maggie and Frankie had stopped to eat, described her own father's decision to kill the family dog. She iterates the story from her hospital bed and begs Frankie to do what her dad (to whom Maggie refers as “daddy”) did to the dog. In effect, she asks Frankie to assist her suicide, as she defines herself as useless beyond any reason to live.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Employment law recognised the value of whistleblowing with the enactment of the Public Interest Disclosure Act 1998, protecting a ‘worker’ against dismissal and victimisation. Whistleblowers are particularly vulnerable in the gig economy as they may fall outside the statutory definition of ‘worker’ for the purposes of the whistleblowing legislation. This makes a study of whistleblowing in the gig economy pertinent. This chapter explores the statutory definition of ‘worker’ with regard to the current whistleblowing provisions and considers the barriers it presents for gig workers. Judicial interpretation of the definition is examined through an analysis of recent case law that shows much inconsistency and a conflict of judicial approach. The resulting blurred boundaries of the legal term leave a gig worker uncertain as to the level of their protection for blowing the whistle. The need for reform to protect individuals in a wide range of working relationships is clear. It is argued that the new EU Whistleblowing Directive, in protecting ‘work-related activity’, provides better protection for all whistleblowers. The role of human rights in extending the status of work is also advanced. Finally, the implications of developments in this area for key stakeholders in the gig economy are considered highlighting the importance of creative new approaches to give voice to all workers.

The goal of this chapter is to analyse the decisions of the Croatian Competition Agency in the field of grocery retail mergers in the 2004–2009 period. In particular, various criteria used by the Competition Agency to evaluate grocery retail mergers are identified and discussed.

Using the comparative approach the author attempts to detect the relevant sources for certain solutions embraced by the Competition Agency by examining especially the relevant practice of the European Commission as well as relevant decisions adopted by some competition authorities in EU member states.

The grocery retail market in Croatia has seen a flurry of mergers since 2004 with the largest competitor spreading to various local markets. For the Croatian competition authority this merger wave has perhaps been the biggest challenge since its inception. In the face of growing market concentration, the authority saw fit to shift from initially providing green light to duly notified transactions to subsequently addressing serious competition concerns by ordering a number of remedies. The Croatian competition authority relied extensively on EU acquis when deciding on specific merger cases, especially as regards the relevant market definition.

The value of the chapter is reflected in the fact that this kind of comparative analysis of Croatian merger cases in the field of grocery retail mergers was not available before. It is especially in the light of the accession of Croatia to the EU, as foreseen on 1 July 2013, that this kind of study becomes useful both for domestic but also EU audience.

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms.

Organization theorists and strategy researchers have effectively leveraged archival assessments of the environment to better understand organizational actions and performance. Despite the successes, several issues continue to plague research. Vague constitutive definitions and mismatches between constitutive and operational definitions are among the most pressing of these issues. To further develop the archival tradition, we clarified existing definitions and proposed new definitions where warranted. Our work has implications not only for the selection of concepts and measures in future work but also for interpretations of past research.