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The National Aeronautics and Space Act of 1958 established the National Aeronautics and Space Administration (NASA) and charged it to “provide for the widest practicable and appropriate dissemination of information concerning ... its activities and the results thereof”. The search for innovative methods to distribute NASA′s information led a grassroots team to create the NASA Technical Report Server (NTRS), which uses the World Wide Web and other popular Internet‐based information systems.

Institutions and individuals actively engaged in research disseminate their results and experiences in a variety of ways: journals, books, technical reports, conference presentations. Books and papers submitted to journals are often restricted by the publishers’ copyright, whereas technical reports, conference proceedings and other documents are usually freely available. Documents in this second category may represent the leading edge of research, containing valuable information of interest to other researchers, but there is no widely accepted standard method for dissemination of this kind of docu ment. Often, this material is overlooked because interested parties are unaware of its existence. The Technical Reports Service of HENSA (Higher Education National Software Archive) aims to solve some of these problems. It provides a centralised access point, via the World Wide Web, to collections of relevant documents stored on FTP sites around the world. A user can perform searches over all the documents included in the service, or access an individual collection and retrieve any document of interest. Authors and document collection maintainers can easily include their documents in the service whilst maintaining total control over all the documents they make available.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Inclusion is meant to address the needs of all students in the classroom including those who are identified as gifted and talented. Unfortunately, this population is often excluded from funding and differentiated support. This chapter addresses the disparities of definitions and legislation for gifted students. Common characteristics including strengths and concerns of the students and gifted education in general will also be discussed. Teachers must learn to effectively implement differentiated instruction as well as choose appropriate curricular models and instructional strategies to make their classroom truly inclusive of all learners. Pull-out, push-in, self-contained setting, cluster grouping, and enrichment programs have all been found to be effective service models for gifted students. Within the environment strategies such as independent study, learning stations, tiered lessons, and problem-based learning can further individualize student learning. Final recommendations on the future of gifted education will be addressed.

In this chapter, Sande Leadership will be introduced as an approach to getting leaders beyond the dominant narrative to a balance between authentic-self and stakeholder needs. Gender roles, ethics, norms and values, and political skills have become dominant narratives for various industries and their leadership addressed by the Sande Leadership model.

The model is an area of opportunity that addresses management social sustainability. Leadership development in management education will be the focus in the classroom, and leadership professional development will be the focus in organizations. In both industries, policy development for sustainable practice will be explored in the development of business scorecards used to measure sustainable practice in organizations.

In this chapter, the authors examine the turnover of employees in Latin America, with a particular focus on Mexico. Employee turnover is important in Latin America and in Mexico, as it is in many other places, because the cost of labor typically accounts for 70% of a firm’s operating cost. When employees leave, it requires that the employer replaces the workers through human resource management processes that include recruiting, selection, orientation, and training. These costs are a significant expense to firms that they could avoid if turnover was lower. The authors identify cultural, economic, legal, and other factors that could influence employee turnover. The authors also summarize many managerial practices that can help employers to effectively manage employee turnover. Finally, the authors provide insights for future research on employee turnover in this important region of the world.