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Antibiotic resistance (AR) is a global health crisis that is attracting focussed attention from healthcare, public health, governmental agencies, the public, and food producers. The purpose of this paper is to describe the work in Washington State to combat resistance and promote antimicrobial stewardship from a one health perspective.

In 2014, the Washington State Department of Health convened a One Health Steering Committee and two workgroups to focus on AR, the One Health Antimicrobial Stewardship work group and the One Health Antimicrobial Resistance Surveillance work group. The group organized educational sessions to establish a basic understanding of epidemiological factors that contribute to resistance, including antibiotic use, transmission of resistant bacteria, and environmental contamination with resistant bacteria and antibiotic residues.

The authors describe the varied uses of antibiotics; efforts to promote stewardship in human, and animal health, including examples from the USA and Europe; economic factors that promote use of antibiotics in animal agriculture; and efforts, products and next steps of the workgroups.

In Washington, human, animal and environmental health experts are working collaboratively to address resistance from a one health perspective. The authors are establishing a multi-species resistance database that will allow tracking resistance trends in the region. Gaps include measurement of antibiotic use in humans and animals; integrated resistance surveillance information; and funding for AR and animal health research.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

In 2020, mining activity by Rio Tinto destroyed rock caves in Western Australia's Juukan Gorge that are considered sacred sites by the First Nation Peoples of that area, the Puutu Kunti Kurrama and Pinikura (PKKP) Peoples. This paper examines the public response to the damage caused at this culturally sensitive site and identifies cultural heritage protection strategies that emerged in the aftermath of this catastrophic event.

This research applies a qualitative case study method and analysis of open-sourced official policy documents, media reports and published institutional statements.

The research identified specific cultural heritage protection strategies, including stakeholder-driven advocacy and shared values approach to business practices to help foster a greater appreciation of the connections between people, objects and lands. Whilst the mining activities were considered lawful, significant gaps in the legislation to protect heritage sites were also exposed.

Using a recent case that occurred in 2020, this paper unpacks how the motivations for accessing minerals can override cultural sensibilities and legal/ethical frameworks established to protect cultural heritage. This paper brings to light the liabilities associated with the mining industry when operating in a culturally significant environment where appropriate due diligence to manage cultural heritage is not thoroughly applied. The paper highlights the role the community can play in demanding improved corporate social responsibility which can, in turn, act as a strategy for cultural heritage protection.

Explores the link between research practice and business education. The work of Michael Porter has a long association with the field of marketing. Focuses on the Porter’s diamond model of national competitive advantage (1990). Draws on recent experiences from an empirical investigation into sources of competitive advantage and suggests that the model is useful as a conceptual framework for practitioner‐orientated discourse concerning developmental issues. Outlines the process of review that led to a set of specific action outcomes. Doing so highlights the reflective nature of the research process and provides insights into the usage of theory in a pragmatic manner. In particular, suggests that for those “less steeped in the management life‐world” such an account may facilitate a reflective turn in their appreciation of the relationship between marketing management theory and practice.

The tempting luster of new business ideas has led many executives to take their eyes off the basics of positioning, and instead undertake seemingly inspired initiatives that eventually destroy value. This “Masterclass” aims to put attention back on the fundamentals of strategic positioning by analyzing how the insights in four recent books are complementary.

The Masterclass identifies a classic formula for strategic success – focus, alignment, repeatability and leadership. The featured readings that support the formula are: Understanding Michael Porter – The Essential Guide to Competition and Strategy by Joan Magretta; Repeatability – Building Enduring Businesses for a World of Constant Change by Chris Zook and James Allen; The Strategist – Be the Leader Your Business Needs by Cynthia A. Montgomery; and The IKEA Edge – Building Global Growth and Social Good at the World's Most Iconic Home Store by Anders Dahlvig.

Effective strategic positioning must be both economically convincing and emotionally compelling so leaders can communicate it throughout the organization in a way that is clear, energizing and empowering. The leader makes a difference by infusing a company's positioning with a strong sense of purpose, refocusing the organization when it starts to stray off track and repositioning it when its original positioning has run its course.

A key lesson is the value of repeatability. Most companies that sustained a modest level of profitable growth over the last decade have done it by replicating an easily recognizable model that recreates their strongest strategic advantage in new contexts. The virtue of such an approach lies in the way that it turns the sources of differentiation into routines, behaviors and activity systems that everyone in the organization can understand and follow.

Managers will appreciate this insightful back‐to‐basics approach that both simplifies their choices and expands their opportunities.

This paper aims to explore how stolen Indian antiquities were purchased by a major Australian collecting institution, despite cultural protection policies designed to prevent such inappropriate acquisitions. Using the acquisition of the Dancing Shiva as a case study, the purpose of this paper is to examine how collecting institutions such as the National Gallery of Australia experience difficulty when determining legal title through provenance research. The impact of incautious provenance research produces significant risk to the institution including damaging its social responsibility credentials and reputation when the acquisition is discovered to be stolen.

This research applies a qualitative case study method and analysis of sourced official policy documents, personal communication with actors involved with the case, media reports and published institutional statements.

This work identifies four contributing factors that resulted in the National Gallery of Australia’s acquisition of stolen Indian artefacts: a misguided level of trust of the art dealer based on his professional reputation; a problematic motivation to expand the gallery’s Asian art collection; a less transparent and judicious acquisition process; and a collaboration deficiency with cultural institutions in India. Crime preventative methods would appear to be a strategic priority to counter art crime of this nature.

Additional research into how collecting institutions can be effectively supported to develop and implement crime preventative methods, especially less-resourced institutions, can potentially further enhance cultural heritage protection.

Fostering a higher degree of transparency and institutional collaboration can enhance cultural heritage protection, develop a greater level of institutional ethics and social responsibility and identify any potential criminal activity. Changing the culture of “owning” to “loaning” may provide a long-term solution for cultural heritage protection, rather than incentivising a black market with lucrative sums of money paid for artefacts.

Art crime involving the illegal trade of antiquities is often misinterpreted as a victimless crime with no real harm to individuals. The loss of a temple deity statue produces significant spiritual anguish for the Indian community, as the statue is representative not only of their God but also of place. Collecting institutions have a social responsibility to prioritise robust provenance policy and acquisition practices above collection priorities.

Art crime is a relatively new area within criminology. This work examines issues involving major collecting institutions acquiring stolen cultural heritage artefacts and the impact art crime has on institutions and communities. This paper unpacks how motivations for growing more prestigious collections can override cultural sensibilities and ethical frameworks established to protect cultural heritage. It highlights the liabilities associated with purchasing antiquities without significant due diligence regarding provenance research and safeguarding cultural heritage. It also emphasises the importance for collecting institutions to establish robust acquisition policies to protect the reputation of the institutions and the communities they represent.

This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a sociologically informed perspective. Moreover, it aims to make a case for a critically informed, interdisciplinary approach to studying strategy.

The paper provides an overview to studying strategy critically. It is a theoretically informed paper.

The findings can be summarised as: first, strategy emerged as a major discipline in the 1970s; second, as a body of knowledge strategy has remained close to its industrial economics origins; and third, an agenda for the sociological study of strategy revolving around concerns of performativity and power is outlined.

The paper offers a sociologically informed account of strategy.

The purpose of this paper is to advance our understanding of competitiveness. The authors introduce the concept of Competitive Productivity (CP), supplementing shortcomings of traditional understandings of national, organisational and individual productivity which overlook the nature of competitiveness, i.e. outperforming the competition, or at least bettering one’s own performance. The authors offer definitions, components and construct measurements of CP at three levels: macro, meso and micro.

A review of the literature was conducted to evaluate the need for combining productivity and competitiveness into one new construct. There are theories that combine these ideas – e.g., the resource-based theory of the firm – but the authors are presenting these concepts differently, or in a novel way. The authors’ focus on CP makes necessary a new group of construct measures which are different from that of the strategy literature: the authors measure an agent’s tendency “to be better than the competition” along multiple dimensions. Based on the CP construct, the authors present three testable models to uncover determinants of CP at three levels (macro, meso and micro). Finally, the work around “emergent property” can be applied to examine CP itself as being a determinant for other higher-order outcomes such as welfare, profits and life satisfaction. CP forms a platform to explore likely interplay (bottom-up and/or top-down mechanisms) within the micro–meso–macro architecture.

Three CP models were developed and are briefly discussed in this paper: first, a National Competitive Productivity (NCP) model to capture the components/drivers of national CP (macro level). Second, a Firm Competitive Productivity (FCP) model to capture the components/drivers of firm CP within an industry context (meso). And finally, an Individual Competitive Productivity (ICP) model capturing the components/drivers of CP at the individual (micro) level.

The study provides a combined approach to capture productivity and competitiveness within one innovative concept: CP. It can be used by government and policy makers (NCP model), managers and organisations (FCP model), and individuals such as workers and students (ICP model) to evaluate and enhance their performance. A better understanding of the components/drivers of CP at the three levels and the suggested measurement of CP should provide a stronger theory of competitiveness of nations, firms and individuals. Not least should a focus on the three levels (macro, meso and micro) better prepare citizens, firms, workers and students to effectively function and work in the marketplace and in society. The authors’ work should eventually contribute to more effective benchmarking and continuous improvement in the competitiveness domain. Crucially, this conceptual paper forms the foundation for future empirical testing of CP components in the context of the relative values and moderated behaviour as captured by the ReVaMB model.

The purpose of this paper is to articulate the results of a comprehensive literature review and grassroots outreach with first responder organizations to present an operationalized framework for organizations to utilize as a blueprint in developing customized behavioral health access program (BHAP) programs.

Historically, authorities having jurisdiction (AHJ)over fire service organizations have primarily offered behavioral health interventions through Employee Assistance Programs (EAPs) or commercial insurance carriers. These programs are necessary but may prove insufficient to meet the scope and needs of trauma-exposed firefighters and the firefighters' families.

A BHAP is a comprehensive and operationalized plan which clearly specifies the mental health services fire department members and families need, where those services are available within their communities and levels and standards of care that are expected in the provision of these services.

The BHAP is becoming a world standard of behavioral health care for first responders. While some fire service agencies are beginning to create BHAP guides, developing and implementing a BHAP can be time consuming and overwhelming, particularly for departments with limited internal and external resources. While the results of this review focus on BHAP within the fire service, this framework is applicable across all first responder professions.