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This paper aims to investigate two famous disasters at sea, the Titanic and the Concordia, separated by 100 years, based on a comparison and analysis of those historical events, demonstrating how lessons learned and training methods used in the hazardous marine environments of aircraft carrier operations, as well as the near-solo conditions of technical scuba diving, can be better implemented in managing a large ship at sea.

This study starts with a historical analysis of these two ship-wrecks, both large, technically advanced ships that sank due to poor leadership, a breakdown in command and panic. Next, the study compares and contrasts scuba with operations aboard an aircraft carrier, two different maritime scenarios, yet similar in that there are many hazards that may require split-second decisions with limited or no communication with others. Both these mind-sets and training approaches have direct application to leadership and disaster planning on a large ship by being focused on minimizing decisions under stress in order to reduce panic.

This study demonstrates the value and impact of training that minimizes decisions under stress and enable people to make decisions independently in the face of a loss of communications. Focusing on two famous naval accidents, our analysis shows how such training can prevent panic and disaster, and can have direct application to leadership and disaster planning on a large ship.

This study uniquely compares and contrasts many of the planning and decision-making strategies used for both aircraft carrier operations and technical scuba diving, and the need to be able to make split-second decisions without communicating to others, and how these approaches can be used to better train a commercial ship to respond to an unforeseen disaster at sea.

Recent management history has seen a surge in the number of ideas that supposedly represent the cutting edge of management progress. This paper investigates the emergence of several of these management fashions. It examines the dissemination of fashions and the type of journals and areas from which particular fashions emerge. A bibliometric analysis is described that involved the following fashions: bench‐marking; pay for performance; quality circles; peer review; and MBO. The results of the analysis support hypotheses that fashions emerge in the popular press before academic literature and that some fashions emerge from sub‐fields before appearing throughout management publications.

This study aims to test the belief that work‐family practices could have a negative influence in the workplace for non‐users of these practices.

A quantitative approach was undertaken, where users and non‐users of work‐family practices reported on a number of job‐related attitudes. Organisational justice theories suggest that employees will report lower attitudes if they feel that they are missing out on some benefit or practice. T‐tests were used to compare differences in these attitudes between users and non‐users.

There were no significant differences in any of the examined attitudes between users and non‐users of the organisations' work‐family practices.

Implications are that firms should not necessarily decline the adoption of work‐family practices if they fear a “backlash” from their employees who would not use work‐family practices. The authors suggest that the social good these practices may provide might remove any negative feelings towards the organisation by employees who cannot use these practices.

Practical implications for public sector organisations might be offering work‐family practices that target the widest array of employees. Further, future research into work‐family backlash should compare actual users of multiple practices as explored here.

This is one of the few papers to explore users and non‐users of multiple work‐family practices. It confirms previous research into work‐family backlash, indicating that the non‐users are not adversely affected by work‐family practices that they do not or cannot use. However, unlike other studies, this paper explored the use of multiple work‐family practices, providing stronger and more realistic findings for managers to have confidence in their work‐family practices.

The paper seeks to understand the adoption rates of total quality management (TQM) by New Zealand firms, and the role that organisational size plays in determining adoption rates.

A survey of 997 random New Zealand firms of all sizes yielded 228 responses. Factors tested to predict TQM adoption were organisational size, workplace autonomy, performance standards, use of teams and group problem solving. In addition, organisational size was tested as a potential moderating variable on the other factors.

Overall, 33 per cent of firms in New Zealand used TQM, with an addition 5 per cent no longer using TQM, indicating strong adoption rates by international standards. All the direct effects and moderating effects were supported. Consequently, firms with higher level of workplace autonomy, use of performance standards, use of teams, and use of group problem solving were more likely to have adopted TQM, and this was more likely for larger firms than smaller firms. As a result, strong support was found for the interacting effect of organisational size.

The implications are that TQM adoption rates are much higher in New Zealand than suggested in the international literature. A highlight of the present study is the focus on firms of all sizes, rather than being limited to only larger sized firms.

This paper provides much needed information on the state of TQM in New Zealand and provides a unique approach by testing the moderating effects of organisational size on predictor factors on New Zealand firms.

Presents the thoughts on decision processes of Chester I. Barnard, one of the century’s greatest management theorists. Includes his classic article, “Mind in everyday affairs”; his unpublished book, “The Significance of Decisive Behaviour in Social Action”; his correspondence with Herbert Simon, and significant comments found in his personal papers.

The purpose of this paper is to show that histories of how past crises were managed can help us anticipate how today’s public health challenges will permanently change the workplace and at least some aspects of management practice.

This paper reviews prominent public health histories and leadership responses to the COVID-19 pandemic. The authors interpret these accounts of past crises to anticipate the long-lasting effects of the COVID pandemic. This also can be seen as a case study of how public health crises are managed and the effects of that management.

It is likely that several changes will come to the workplace, similar to transformations that happened after past pandemics. Technologies incorporating virtuality will see adoption accelerated. Health behaviors may change, especially in certain cultures or industries. The psychological contract between employees and management may increasingly emphasize autonomy as a prized attribute, again in some cultures more than others.

In looking at past pandemics and public health crises, and the way leaders reacted, one can learn about the potential for current health- and conflict-related events to unfold and alter workplace practices and norms.

Introduction Hastily, I beat the editor to it by writing “These are the personal views of the author, and do not necessarily represent the views of the editor of this journal.” Indeed, I take it further. The article does not necessarily, in general manner or particular phrase, represent the views of the National Committee of National Library Week. It's a great disappointment to me that to date neither the National Committee nor myself has had to disown the other. Our opinions, to date, coincide on all salient points. No blows have been exchanged between Committee and Organiser. Since concord should often be more rightly spelt “c‐o‐m‐p‐l‐a‐c‐e‐n‐c‐y”, I regret this. All, however, may yet be well. My full views as Organiser of NLW 1969 follow: I shall state them with the most forthright candour and the most furious conviction; and the fisticuffs may well follow, as sure as Library fines. If the editor considers this preamble, too … well, too ambling … I proffer one excuse. As organiser, I'm as over‐worked and time‐pressed as any librarian, and my defence is therefore borrowed from Flaubert: “Forgive a long letter—I had no time to write a short one.” (Reference librarians, please check this quotation. I'm too busy.) Finally, there are those who write very lightly when they wish to state their most serious belief. Into this maladjusted and misjudged fraternity, I was myself born.

The purpose of this paper is to describe the ways in which hip-hop pedagogies and literacies encouraged middle school students to explore performance poetry as a tool to “(w)right” the truth(s) about learning and living in their local and global communities.

Collaborative self-study research methodologies were used by the author, a black male teacher educator and hip-hop cultural insider, along with two white, female reading specialists and hip-hop cultural outsiders, to collect and analyze the practices and behaviors used in The Shop – an after-school hip-hop-based spoken word poetry club for middle school students in a small, urban public school district in Northeastern USA.

Three primary findings emerge: teachers with limited cultural and content knowledge of hip-hop may struggle to negotiate real and perceived curricular constraints associated with using pedagogies with hip-hop texts and aesthetics in traditional school contexts, the intersections of teachers’ racial, cultural and gender identities informed the respective practices and behaviors in a number of interesting ways, and using hip-hop pedagogies for social justice in public schools requires a delicate balance of both transparency and discretion on the part of teachers.

Study findings are salient for in- and pre-service English teachers and English educators, as they offer insights and reflections on the instructional and relational challenges cultural outsiders may face when using hip-hop culture to create spaces and opportunities for young people to talk back and speak truth to power.