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The UK is a developed retail economy with some of the largest and most powerful retailers in the world. These retailers have been attempting to offer sustainable distribution, both for consumer focus reasons and as an aid to performance. At the other end of the scale, small local community focused stores have begun to emerge to offer an alternative food supply to that of the major chains. They too argue for a focus on sustainability but from a very different perspective. This chapter explores these varying approaches, using the contrasts to develop a discussion about sustainable distribution in the UK.

This chapter offers a preliminary investigation into the impact of the COVID-19 pandemic on consumer purchasing behaviour within the grocery retail industry and supports evidence that since the pandemic began at the end of 2019, there have been changes in the demands and behaviours of consumers (Donthu & Gustafsson, 2020). Previous research has reported that the pandemic resulted in retail consumers spending less and saving more (Jorda, Singh, & Taylor, 2020), as well as panic buying (Nazir, 2021), both of which initially contributed to the limited availability of goods. This preliminary study reports upon survey data collected from retail consumers and answers the question ‘What were the changes in consumer behaviour in the grocery sector as a result of the COVID-19 pandemic?’ Findings reveal that an increase in online shopping occurred more distinctly during the first of the UK’s lockdowns, which waned over time. Findings also reveal a lower shopping frequency, but higher shopping spends during lockdown, and that social distancing and discipline were key drivers of this behaviour change. Findings also reveal an intention to maintain a combination of new and old shopping behaviours and habits after lockdown, giving rise to the continuing importance of meeting consumers’ grocery needs online as well as in-store. This chapter further discusses the implications arising from the reported findings.

Through analysis of a real-life situation in which societal kindness was activated, this chapter proposes that because kindness is rooted in antiquity, it is present in society and just needs to be activated. However, this kindness is lacking in organizations. Organizations need to frame their policies as kind so that kindness can be normalized.

In the present chapter, we present the case study of the only woman film director who has ever won an Academy Award for Best Director, Kathryn Bigelow. We analyzed 43 written interviews of Kathryn Bigelow that have appeared in the popular press in the period 1988–2013 and outlined eight main themes emerging regarding her exercise of leadership in the cinematic context. We utilize three theoretical frameworks: (a) paradoxical leadership theory (Lewis, Andriopoulos, & Smith, 2014; Smith & Lewis, 2012); (b) ambidextrous leadership theory (Rosing, Frese, & Bausch, 2011), and (c) role congruity theory (Eagley & Karau, 2002) and show how Bigelow, as a woman artist/leader working in a complex organizational system that emphasizes radical innovation, exercised paradoxical and ambidextrous leadership and challenged existing conventions about genre, gender, and leadership. The case study implications for teaching and practice are discussed.

This chapter describes the efforts of a team of health care workers to make a sub-acute health care facility (SCF) serving profoundly damaged children into a high reliability organization (HRO). To obtain this goal, the health care team implemented change in four behavioral areas: (1) risk awareness and acknowledgment; (2) defining care; (3) how to think and make decisions; and (4) information flow. The team focused on five reliability enhancement issues that emerged from previous research on banking institutions: (1) process auditing; (2) the reward system; (3) quality degradation; (4) risk awareness and acknowledgment; and (5) command and control. These HRO processes emerged from the change effort. Three additional HRO processes also emerged: high trust, and building a high reliability culture based on values and on beliefs. This case demonstrates that HRO processes can reduce costs, improve safety, and aid in developing new markets. Other experiences in implementing high reliability processes show that each organization must tailor make processes to its own situation (e.g. BP, U.S. Chemical Safety and Hazards Board, Federal Aviation Administration, U.S. Navy Aviation Program, and Kaiser Permanente Health Care System). Just as in the flexibility called for in organizing for high reliability operations, flexibility is called for in deciding which HRO processes work in specific situations.