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At the turn of the twentieth century, various Socialist parties vied for a place in the American political system, making alliances where possible and convenient with elements of organized labor. Robert Franklin Hoxie, an economist at the University of Chicago whose principle contributions lay in his writings on the labor movement, wrote a series of essays in which he scrutinized the activities of the Socialist Party of America as it appeared to be at the time poised to become a viable force in American politics. This essay examines Hoxie’s writings on the conventions of the Socialist Party within the context of the political dynamic of the period and reveals his interpretations of events based on contemporary accounts and first-hand observations.

Over one million individuals diagnosed with autism spectrum disorder (ASD) will be entering adulthood and attempting to cultivate fulfilling, meaningful life experiences. These young adults with ASD represent Generation A. The workplace will be a major element in cultivating fulfilling lives for Generation A. Social interaction is an integral component for functioning within most postsecondary and occupational settings. It is necessary to understand the interaction between autistic adults and organizations to understand potential social and behavioral deficits. The workplace is inherently a social place. Understanding both formal and informal social information in the workplace may be critical to successful job performance. Fit, particularly person–organization fit, is used to address this social nature of the workplace. Understanding this interaction helps provide a means for crafting both individual and organizational interventions which support autistic adults in the workplace. This chapter provides an analysis of interventions that support those with ASD in the workplace. It is proposed that these interventions will help create a more supportive work environment for those with ASD. As important, it is proposed that the accommodations for those with ASD are reasonable for any organization seeking to improve both satisfaction and performance for all its employees. By addressing these issues, organizations have the potential to create a more satisfying workplace for all workers, not just those in Generation A.

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The US fossil fuel industry is vulnerable to opposition from other sectors of the ruling class. Non-fossil fuel capitalists might conclude that climate breakdown jeopardizes their interests. State actors such as judges, regulators, and politicians may come to the same conclusion. However, these other elite actors are unlikely to take concerted collective action against fossil fuels in the absence of growing disruption by grassroots activists. Drawing from the history of the Obama, Trump, and Biden presidencies, I analyze the forces determining government climate policies and private-sector investments. I focus on how the climate and Indigenous movements have begun to force changes in the behavior of certain ruling-class interests. Of particular importance is these movements' progress in two areas: eroding the financial sector's willingness to fund and insure fossil fuels, and influencing judges and regulators to take actions that further undermine investors' confidence in fossil fuels. Our future hinges largely on whether the movements can build on these victories while expanding their base within labor unions and other strategically positioned sectors.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.