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Examines the employment law implications for charities considering merger. Considers the employment law problems that are involved in charity mergers and the different strategies that have been employed in practice to deal with them. Charities merging face particular problems, not only from the natural concerns of staff about their jobs post‐merger, but also because the law which protects employees when organisations merge is not clear. The application of the relevant legal principles may be particularly uncertain in the context of mergers between charities due to the variety in the legal forms of the merger, and in the employment practices adopted by charities. Illustrates these concerns with an empirical study of a number of charity mergers.

While there is no definitive profile of the successful entrepreneur or prescribed pathway for success, research suggests that individuals who proactively accommodate factors that push and pull them into entrepreneurship, align their personal and entrepreneurial visions, and to some extent, build emotional intelligence (EQ), are more likely to succeed. This paper aims to describe an entrepreneur counseling process developed and used by the Acadia Centre for Social and Business Entrepreneurship (ACSBE), located in Nova Scotia, Canada.

The authors propose an entrepreneur's success, negotiation of push and pull factors, and EQ are all linked, and the ACSBE counseling model draws on these. The case study method was used. ACSBE staffs were interviewed regarding the entrepreneur counseling process, counselor‐training sessions were observed and documents were reviewed. Two ACSBE clients, who together started a successful fair‐trade business, were interviewed for their insights regarding the ACSBE counseling model and their own experiences starting their business.

The responses of the ACSBE clients illustrate a successful application of the ACSBE Entrepreneurial Decision Making Cycle©. Their personal values, business strategies and performance were linked to promote success personally and for society. Both entrepreneurs were authentic, self‐aware and empathetic individuals who were able to hone their EQ and develop sound business acumen with assistance of the ACSBE counseling model.

The analysis of the ACSBE counseling model and its success in this case leads to the question of whether the application of the ACSBE Entrepreneurial Decision Making Cycle can predict those more likely to succeed in an entrepreneurial venture. In order to address this, further research of the ACSBE decision tool is recommended.

The ACSBE Entrepreneurial Decision Making Cycle is unique. It should be of interest to entrepreneur counselors and researchers of entrepreneurship.

This paper describes the personal history and intellectual development of Morris B. Holbrook (MBH), a participant in the field of marketing academics in general and consumer research in particular.

The paper pursues an approach characterized by historical autoethnographic subjective personal introspection or HASPI.

The paper reports the personal history of MBH and – via HASPI – interprets various aspects of key participants and major themes that emerged over the course of his career.

The main implication is that every scholar in the field of marketing pursues a different light, follows a unique path, plays by idiosyncratic rules, and deserves individual attention, consideration, and respect … like a cat that carries its own leash.

In the case of MBH, like (say) a jazz musician, whatever value he might have depends on his originality.

This study focuses on the dynamic relationship between organizational actors and engaged scholars involved in a normative assessment conducted in a public organization managing major projects.

We build on a 15-month engaged scholarship experience carried out in the Ministry of Transport of Quebec. We explain and analyze the normative assessment process, using a storytelling approach and vignettes to explore four situated learning moments.

This study offers a deeper understanding of how normative assessment is conducted, and how situated and collective learning occur throughout. We find that both organizational actors and researchers learn through this process and synchronize their mutual learning such that researchers actually participate in a larger organizational transformation.

Like any qualitative endeavor, this research is context-specific. We offer several research avenues to extend the applicability of findings.

This article could inspire organizations and scholars to collaborate on normative assessment during organizational transformation. This approach is of particular interest in the context of a worldwide pandemic where public and private organizations all have to adapt to new sanitary, economic, technological and social realities.

In a context marked by growing concern for the research-practice gap and the relevance of scholarship, our study illustrates the development of a mutually beneficial collaboration between practitioners and researchers that enhances understanding of complex organizational phenomena and issues.

This research highlights the relevance of engaged scholarship and supports normative assessment as a social process to generate mutual learning.

The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today.

First, existing research on leadership is explored. Particular attention is placed on identifying the applicability of the primary leadership approaches to the unique organizational environment typically found in institutions of higher education. Transcollegial leadership is then developed as an alternative form of leadership better suited to colleges and universities in today’s dynamic environment.

After examining the inadequacies of existing forms of leadership in higher education, transcollegial leadership is introduced as the process involved in leaders systematically, but informally, relating to persons and groups of equivalent authority in different areas of an institution of higher education for its betterment and the advancement of its mission, not for person gain.

It appears that transcollegial leadership may be specifically suited for institutions of higher education given their unique organizational structure. Transcollegial leadership permits colleges and universities to better utilize the skills and expertise of their members. The skills and expertise of transcollegial leaders not only benefit their home organizational units, but can benefit the entire organization.

The paper examines a different approach to leadership to aid colleges and universities in facing the challenges of a rapidly changing and increasingly competitive environment.