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The benefits of experiential exercises for making conceptual material more dynamic and relevant, thus enhancing students' learning and developing their skills, are well documented. Presented here is an easy‐to‐administer roleplay that enables students to integrate a wide range of concepts covered in a typical organizational behavior course. Participants assume the roles of members of a food services department attending their weekly staff meeting. At the meeting, the new department manager announces that the previous manager has just resigned Each roleplayer has a different perspective on the problem‐riddled department, and none has a complete set of relevant information. Because the roleplayers have engaging issues, students participate actively, practicing managerial behaviors as they experience various organizational phenomena. An assessment of the exercise indicates its usefulness for developing students' skills, imparting an appreciation for the realities of organizational life, and provoking introspection and self‐learning.

The authors used signaling theory to explain negative perceptions of individuals on the autism spectrum (IotAS) in the job interview and explored whether parasocial contact could improve perceptions.

Participants were randomly assigned across six experimental conditions. Some received information that IotAS' social and communication differences prevent them from attaining jobs they could perform (information), some received this information and watched a video showing IotAS working competently (parasocial contact) and others were exposed to neither information nor video (control). Participants then watched a mock interview of a job candidate presenting as an IotAS or neurotypical and gave their first impressions of him, perceptions of his job suitability and selection decision.

Participants had less favorable first impressions of the IotAS-presenting candidate and perceived him as having lower job suitability and were therefore less likely to select him. Parasocial contact had no effect. However, participants who had received information that IotAS' differences keep them from being hired for jobs they could do perceived the IotAS-presenting candidate as more suitable for the job and had greater intentions to interact with and select him.

The authors enhance understanding of autism in the workplace by explaining how IotAS' signaling behavior during a job interview impedes their selection. The authors also provide evidence that a brief message that IotAS' social and communication differences keep them from securing jobs they could perform can promote IotAS' selection by focusing decision-makers on their job-relevant qualifications.

To derive and apply a new composite performance metric to top performing US companies in order to identify consistently excellent performers and explain their success over the last half‐century. The ten firms topping the list for this new composite performance metric represent the “best of the best” of American corporations during the fifty‐one years of Fortune magazine listings.

Data for this analysis were gleaned from the annual lists of the top 500 companies reported by Fortune from 1954 to 2005. Using Fortune's annual rankings of companies according to the four performance criteria of return on investment/equity, net profits, total assets, and revenues dimensions, the authors firstly computed, for each of these four performance dimensions, an average ranking based on a company's particular rank each year and its total number of appearances during the 51‐year period; and then, secondly, by assigning each of the four performance criteria a weight reflecting its importance, derived a composite (total) score based on a company's average ranking on all four criteria.

For a modern US based company to be successful year after year it must consistently achieve two of four performance criteria included in the composite metric. The results of the longitudinal analysis illustrate the significance of using a variety of metrics, or a composite metric, to gauge corporate performance.

The limitations of the findings are that assigning different weights to the four performance criteria would yield a somewhat different composite ranking.

This paper is the first to derive and present a composite performance metric, compiled from Fortune's annual rankings of four critical performance variables and representing an aggregated weighted ranking of American companies over a half‐century.

Patience is underestimated in organizations. The purpose of this paper is to explore the concept of patience and the individual and organizational benefits it confers. Then, the paper discuses emotional self-regulation and explain how two self-regulatory techniques can affect the patience of individuals in organizations.

The paper considers religious, philosophical, and psychological perspectives on patience; and highlight the emotional underpinnings of patience.

The paper argues that patience plays an important role in organizations and that individuals can use emotional self-regulation to enhance their patience. The paper offers two key points about the relationship between self-regulation strategies and patience: first, situation selection mitigates the need for patience and second cognitive reappraisal facilitates the execution of patient responses and the development of the virtue itself.

The paper provides recommendations for increasing individuals’ patience in organizational settings.

The virtue of patience has received scant research attention. This paper focusses on the importance of patience in the workplace and examines how emotional self-regulation can facilitate its activation.

The objective of this paper is to investigate IMC metrics in the lens of an institution-wide change management process, and to do so, the authors develop and test an organizational data quality enhancement model.

Qualitative research was conducted, with a follow-on quantitative pre-test. A subsequent, larger-scale quantitative survey resulted in a total of 128 responses, 124 useable. A regression analysis was conducted using the factor scores of the six organizational dimensions as independent variables and overall data quality as the dependent variable.

The findings show that overcoming poor IMC data quality requires a corporate culture that reduces cross-functional and departmental divides. The authors also support the idea that horizontally organized learning organizations not only have superior IMC data, but they also achieve higher rates of return on their cross-platform IMC efforts.

The research has limitations in terms of substantive generalizability, since it focuses on one industry within the USA. Future research can expand to other industries and expand to a global setting in order to replicate these findings.

Most improvement seems to be needed in the area of sharing customer data. The findings provide a signal to marketing organizations that want to connect with their customers that data quality must be a strategic priority, with appropriate processes in place to manage data at every touch point.

Research is needed that establishes effective methods for measuring the success of data-driven communication efforts to support management.

Women Sales Managers Volume 11 Number 2 of The Journal of Business & Industrial Marketing includes an article by Alan J. Dubinsky, Lucette B. Comer, Marvin A. Jolson and Francis J. Yammarino entitled “How should women sales managers lead their sales personnel?”

The study evaluated the introduction of naltrexone in an Australian prison system for imprisoned male heroin users. Treatment outcomes were analysed for two sub‐samples taken from an unsuccessful randomised controlled trial. The first sample comprised 68 participants who were randomly allocated to naltrexone treatment. The second sample comprised 47 participants who commenced opioid pharmacotherapy during the study period. Thirteen per cent of subjects started naltrexone, with only 7% retained in treatment at six months. Six‐month retention was significantly lower in naltrexone compared to methadone (p = 0.0007). Poor patient acceptability and retention did not support oral naltrexone maintenance in this treatment group.

This paper aims to explore the ethical dilemmas faced by records administrators concerning political impartiality by examining the case of the National Archives and Records Administration (NARA) in the USA, which has faced reputational challenges due to perceived political bias.

This paper proposes a phronetic approach to resolve the ethical dilemmas associated with political impartiality in records administration. This approach emphasizes practical wisdom and ethical decision-making, offering a unique and effective way to address the challenges faced by presidential record archivists.

The proposed phronetic approach provides a means to resolve the ethical challenges posed by political impartiality in records administration, with a particular focus on NARA. By taking a transparent and impartial approach, agencies can minimize criticism and ensure their continued ability to equitably serve the public.

The phronetic approach offers a framework for addressing ethical dilemmas related to political impartiality in records administration, with potential implications for other independent agencies facing similar challenges.

This paper offers a unique perspective on the ethical dilemmas of political impartiality in records administration and proposes a practical and effective approach to resolving these challenges. It contributes to the broader discussion on the intersection of ethics and public administration.