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Purpose: This chapter examines how two basic rights, freedom of expression, and the right to equality based on one’s dignity, reputation, and honor, were balanced in a case involving a stand-up comedian and an adolescent suffering from Treacher Collins syndrome. Methodology/Approach: The case is contrasted with Jürgen Habermas’ concept of the public sphere and with the intrinsic and utilitarian values that Canadian courts have attributed to free speech. Findings: Because the case was dealt with first in a human rights tribunal and then by a court of appeal, a number of considerations were overlooked in court proceedings: how laughter occurs; the broadening of Ward’s audience and its consequences; and Ward’s publicity strategy. These aspects are explored here to give a more complete picture of the case beyond the court decisions. Originality/Value: In Canada, freedom of expression is usually dealt with ordinary courts. A whole new avenue for dealing with this right is human rights bodies and tribunals. Contesting free speech in the name of defamation is being replaced by rights entrenched in human rights charters, such as the right to equality based on the preservation of one’s dignity, reputation, and honor.

The following article is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD and inventor regarding his pioneering efforts and the commercialization of bringing a technological invention to market. This paper aims to discuss these issues.

The interviewee is Dr Raffaello D’Andrea, a highly successful entrepreneur and proven business leader and one of the world’s foremost leaders in robotics and machine learning. D’Andrea is Founder, CEO and Chairman of the Board at Verity, the world’s leading autonomous indoor drone company, as well as a Professor of Dynamic Systems and Control at the Swiss Federal Institute of Technology (ETH) in Zurich. D’Andrea is also one of the co-founders and advisors of Robo-Global, an index and research company focused on investments in robotics, automation and artificial intelligence. In this interview, D’Andrea shares some of his business and personal experiences of working in industry and academia and his criteria for turning his ideas into successful working systems.

Raffaello D’Andrea’s entire career is built on his ability to bridge theory and practice. D’Andrea combined his love for science with his need to create and received a BS degree in engineering science at the University of Toronto, where he was awarded the Wilson Medal as the top graduating student in 1991. He obtained both his MS and PhD degrees in electrical engineering at Caltech, and then he joined the Cornell faculty as an assistant professor. While on leave from Cornell, from 2003 to 2007, he co-founded the disruptive warehouse automation company Kiva Systems, where he led the systems architecture, robot design, robot navigation and coordination, and control algorithms efforts. In 2014, D’Andrea took robotics technology into the air and founded Verity, the world’s first company to deliver a fully integrated autonomous, indoor drone-based system solution.

Raffaello D’Andrea combines academia, business and the arts to reinvent autonomous systems. D’Andrea was a founding member of the Systems Engineering Program at Cornell, where he established robot soccer as the flagship, multidisciplinary team project. In addition to pioneering the use of semi-definite programming for the design of distributed control systems, he went on to lead the Cornell Robot Soccer Team to win four world international RoboCup championships. Kiva Systems, co-founded by D’Andrea and acquired by Amazon in 2012, helped the re-branded Amazon Robotics to disrupt the entire warehousing and logistics systems industry. Additionally, D’Andrea is an internationally-exhibited new media artist, best known for the Robotic Chair (Ars Electronica, ARCO, London Art Fair, National Gallery of Canada) and Flight Assembled Architecture (FRAC Centre). With his team at Verity, he created the drone design and choreography for Cirque Du Soleil’s Paramour on Broadway, Metallica’s WorldWired Tour and Céline Dion’s Courage Tour. Other D’Andrea creations include the Flying Machine Arena, where flying robots perform aerial acrobatics, juggle balls, balance poles and cooperate to build structures; the Distributed Flight Array, a flying platform consisting of multiple autonomous single propeller vehicles that are able to drive, dock with their peers and fly in a coordinated fashion; the Balancing Cube, a dynamic sculpture that can balance on any of its edges or corners and its little brother Cubli, a small cube that can jump up, balance and walk; Blind Juggling Machines that can juggle balls without seeing them, and without catching them. D’Andrea is also collaborating with scientists, engineers, and wingsuit pilots to create an actively controlled suit that will allow humans to take off and land at will, to gain altitude, even to perch, while preserving the intimacy of wingsuit flight. D’Andrea has received the IEEE Robotics and Automation Award, the Engelberger Robotics Award, the IEEE/IFR Invention and Entrepreneurship Award in Robotics and Automation and the Presidential Early Career Award for Scientists and Engineers. In 2020, he was inducted in the National Inventors Hall of Fame and elected to the National Academy of Engineering.

The purpose of this paper is to identify, summarize and assess literature focused on developing social marketing programs for Aboriginal people.

The authors conducted a literature search and review of research papers concerning social marketing and Aboriginal populations over the period 2003-2013.

The research reveals very little published research (N = 16). The literature points to a wide range of findings including the importance of segmenting/targeting and avoiding pan-Aboriginal campaigns; cultural importance of family and community; the importance of multi-channels; universal value of mainstream and Aboriginal media outlets, use of print media, value of elders and story-telling for message dissemination; increasingly important role of Internet-based technology; need for campaign development to reflect Aboriginal culture; and importance of formative research to inform campaign development.

Considerable research is warranted to better develop more effective social marketing campaigns targeted to Aboriginal audiences to improve health outcomes for such groups across the globe.

This paper provides a baseline foundation upon which future social marketing research can be built. It also acts as a call to action for future research and theory in this important field.

There comes a point at which, for any business organization, confidence and ambition give way to hubris. Astute observers might note this defining moment, although more often it becomes apparent only later.

Using a novel measure incorporating stylistic and acoustic data on recorded music from 1967 to 2017, we search for trends in the evolution of musical diversity in 125,340 albums. We find that temporal patterns of diversity differ for stylistic and acoustic data. We also find that the patterns differ dramatically by genre. Some genres, such as blues, jazz, and pop-rock, decrease in diversity over time; most other genres increase in diversity. The causes of these different trends present a puzzle for future research. We also find different patterns for recordings that made the Billboard 200 charts compared to all recordings, suggesting an association between selection processes driven by consumer popularity and diversity. Moreover, associations of diversity and industry structure found in prior research do not hold when we analyze data beyond the smaller sample of the more popular recordings found in Billboard. These findings have implications for many prior studies based exclusively on best-selling recordings

To present a holistic picture of the three paths to new market creation, what leads to one form of market creation over another, and how each path triggers a different balance between disruptive and nondisruptive growth.

The authors present “A Growth Model of Market-Creating Innovation Strategy” based on their three decades long research journey from blue ocean strategy to what Kim and Mauborgne have come to call “nondisruptive creation,” creation without destruction or disruption.

The authors’ found that what triggers one type of market-creating innovation over another comes down to the type of problem or opportunity an organization sets out to address. Offering a breakthrough solution to an industry’s existing problem is the path to disruptive creation and disruptive growth. Identifying and solving a brand-new problem or seizing a brand-new opportunity outside existing industry boundaries sets you on the path to “nondisruptive creation” and nondisruptive growth. Between these two ends of the market-innovation spectrum is redefining an existing industry problem and then solving the redefined problem. This is the essence of blue ocean strategy, which generates a more balanced blend of disruptive and nondisruptive growth.

Leaders can be more intentional and move beyond chance to consciously direct their efforts to the type of market innovation they choose to nurture, and deliberately put their resources behind it. Leaders learn the path to nondisruptive creation where their current business is not disrupted by the initiative and where economic growth and social good are not trade-offs.

The article offers a unique overview of the three dominant paths to market-creating innovation – disruption, blue ocean strategy, and nondisruptive creation – and their different impacts on growth.