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Moral agents have moral choice. This chapter argues that moral choice denies historical inevitability when moral choice is informed by both moral imagination and historical imagination. I explore this by way of one specific historical example which should be used, as the philosopher Bernard Mayo argued, as a moral exemplar. In pursuing my arguments I utilise work by Sir Isaiah Berlin, amongst others. I do though take issue with Berlin, whom I argue has confused not the nature but the role of historical imagination, claiming dominance for it where it cannot dominate. I conclude with historical inevitability being refuted by moral choice, informed by both moral imagination and historical imagination.I argue that the refutation of historical inevitability has implications for Australian businesses in their current dealings with the People’s Republic of China. Australia escaped the Global Financial Crisis because of Chinese purchases of Australian commodities. But Australian business in trading with China is trading with an unjust regime. Hoffman and McNulty (2009) argue that regarding a regime such as China we can ‘learn from our past’. Regarding the past I argue that Australian business executives dealing with China would benefit by studying the historical example of Churchill’s May 1940 decision and should use that as a moral exemplar. Earlier generations of Australian managers contemptuously dismissed Chinese workers. The current generation of Australian managers, who fail to morally acknowledge China’s workers and citizens, risks being equally contemptuous, dismissive and racist.

This chapter analyzes the decision-making code of Winston Churchill in making four major decisions as the head of the British government during World War II. The study uses the Applied Decision Analysis (ADA) method. The main conclusion of this chapter is that Winston Churchill’s decision-making fits the poliheuristic theory of decision-making.

In a world where the need for effective leadership has never been greater this article aims to: demonstrate that Sir Winston Churchill exemplified key leadership principles; that these principles are still relevant today; that Churchill remains a source of inspiration throughout the world to leaders both in business and politics; and that these principles are all behavioral and can be learnt by others.

The key leadership principles are identified. For each principle an examination is made of Churchill's behavior and how he exemplified each principle. Examples are also given from modern‐day leaders.

Churchill's leadership style demonstrates how his behaviour exemplifies key leadership principles which are still relevant today and can be used as a model for learning by others in order to become a more effective leader.

The paper is of value for anyone in any field that aspires to lead by demonstrating that leadership skills are about behaviour which can be learnt. The paper achieves this by examining the leadership principles Churchill exemplified showing how they are still relevant today.

This article provides a cameo of Winston Churchill, said by many to have been the greatest Englishman who ever lived, largely due to his leadership during the Second World War. Since his death in 1965, much more has become known about his lifelong battle with depression, his ‘Black Dog’, however it now seems more likely that he suffered with bipolar disorder. This article argues that his mental illness may in fact have led to him being a better leader. Championed in 2006 in a statue by Rethink and most recently by the Time to Change campaign, he is a true recovery hero.

‘Nothing’, Winston Churchill assured the readers of Nash's Pall Mall Magazine in 1925, ‘makes a man more reverent than a library’, and to prove his point, imagined a day spent browsing amongst a really large collection of books. Such a day could end only in despair at the sight of the ‘vast, infinitely‐varied store of knowledge and wisdom which the human race has accumulated and preserved’; to read, to admire and to enjoy even a few of the treasures of saints, historians, scientists, poets and philosophers is beyond our time on earth. ‘But if you cannot read them’, he continued,

The purpose of this paper is to draw conclusions on strategy formulation from an analysis of the “Alanbrooke” diaries. The approach is comparative, and uses the information in the diary and the forms of business strategies devised by Mintzberg et al., and with ideas on business alliances. The paper finds that the logical, planned approach of Alanbrooke is contrasted with the more entrepreneurial attitude of Churchill, but the combination of these contrasting traits led to effective strategy formulation. The difference in character of them and the resulting controversies were essential to make the right choices, and Churchill deliberately chose someone who was likely to oppose him. The research is limited by the possibility of bias in the diary. A practical implication is that leaders can benefit from choosing a strong, talented colleague, even though the stormy interactions can be wearisome. The value in this analysis is in the light it sheds on the way strategy is developed in a real situation and is also an indication of the value of the comparative approach to the study of strategy process.

Public choice theory describes politicians as expected utility maximizing agents who are primarily concerned with their own election prospects. In a fashion similar to Anderson and Tollison, who showed that US President Abraham Lincoln manipulated the military vote in the US Presidential election of 1864, this note presents historical accounts of Winston Churchill’s efforts (desire) to suppress the overall military vote in the British National Election of 1945. The anecdotal evidence and election simulations presented suggest that Churchill’s expected utility maximization suppression strategy was consistent with public choice tenets. As such, the public choice interpretation of British political history presented here adds further to political‐economic models of legislator/executive behavior.

New measures in marketing are invariably created by using a psychometric approach based on Churchill's “scale development” procedure. This paper aims to compare and contrast Churchill's procedure with Rossiter's content‐validity approach to measurement, called C‐OAR‐SE.

The comparison of the two procedures is by rational argument and forms the theoretical first half of the paper. In the applied second half of the paper, three recent articles from the Journal of Marketing (JM) that introduce new constructs and measures are criticized and corrected from the C‐OAR‐SE perspective.

The C‐OAR‐SE method differs from Churchill's method by arguing for: total emphasis on achieving high content validity of the item(s) and answer scale – without which nothing else matters; use of single‐item measures for “basic” constructs and for the first‐order components of “abstract” constructs; abandonment of the “reflective” measurement model, along with its associated statistical techniques of factor analysis and coefficient alpha, arguing that all abstract constructs must be measured as “formative”; and abandonment of external validation methods, notably multitrait‐multimethod analysis (MTMM) and structural equation modeling (SEM), to be replaced by internal content‐validation of the measure itself. The C‐OAR‐SE method can be applied – as demonstrated in the last part of the article – by any verbally intelligent researcher. However, less confident researchers may need to seek the assistance of one or two colleagues who fully understand the new method.

If a measure is not highly content‐valid to begin with – and none of the new measures in the JM articles criticized is highly content‐valid – then no subsequent psychometric properties can save it. Highly content‐valid measures are absolutely necessary for proper tests of theories and hypotheses, and for obtaining trustworthy findings in marketing.

C‐OAR‐SE is completely original and Rossiter's updated version should be followed. C‐OAR‐SE is leading the necessary marketing measurement revolution.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Numerous scales have been developed and utilized in the tourism and hospitality field, yet, their psychometric properties have not been systematically reviewed and evaluated. This gap compromises researchers' ability to develop better measures and improve measurement decisions. In this current study, 56 scales were identified and evaluated in terms of their psychometric properties. It was found that most scales were imperfect in measuring tourism and hospitality domains, and most scales did not provide explicit information about the scale development procedures that were adopted. The scale development procedure and psychometric properties of the reviewed scales are summarized, evaluated, and recommendations are made for future tourism and hospitality scale development.