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The purpose of this article is to explore factors influencing career deciding amongst pharmacy students and graduates in the UK.

Group interviews were used to devise a topic guide for five subsequent focus groups with pharmacy students and graduates. Focus groups were tape‐recorded, recordings transcribed, and transcripts analysed. Key themes and interlinking factors relating to pharmacy career deciding were identified in the transcripts, following a constructivist approach.

Participants' described making a “good fit” between themselves, their experiences, social networks etc. and pharmacy. Central to a coherent career deciding narrative were: having a job on graduation; and the instrumental advantage of studying a vocational course.

Focusing on career deciding of UK pharmacy students and graduates may limit the study's generalisability to other countries. However, our findings are relevant to those interested in understanding students' motivations for healthcare careers, since our results suggest that making a “good fit” describes a general process of matching between a healthcare career and personal experience.

As we have found that pharmacy career deciding was not, usually, a planned activity, career advisors and those involved in higher education recruitment should take into account the roles played by personal preferences and values in choosing a degree course.

A qualitative study like this can illustrate how career deciding occurs and provide insight into the process from a student's perspective. This can help inform guidance processes, selection to healthcare professions courses within the higher education sector, and stimulate debate amongst those involved with recruitment of healthcare workers about desirable motivators for healthcare careers.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The purpose of this paper is to help understand how US expatriates living and working in dangerous environments characterized by pervasive corruption deal with the phenomena and make decisions about the degree to which they get involved.

To answer this question, 30 US executives who worked in such countries were interviewed.

Some executives refused to participate in corrupt practices; others chose to reluctantly succumb to extortion, while others willingly participated in corruption. The study found that social norms played a significant role in their decisions. There are four social norms: personal norms, subjective norms, injunctive norms, and descriptive norms. US executives rely on personal norms and injunctive norms for deciding to refuse to participate in corrupt practices, on descriptive norms and subjective norms for deciding to reluctantly succumb to extortion, and on descriptive norms and personal norms for deciding to willingly participate in corruption.

These findings illustrate what motivates US executives to make decisions about participating in corruption when living and working in countries with pervasive corruption. This has implications for policy, research, and practice.

We present a model of the international joint venture (IJV) restructuring process and discuss, from a single partner firm's perspective, the steps involved in recognizing a need for restructuring and deciding to restructure. In addition, we examine the organizational processes involved in recognizing a need for restructuring and deciding to restructure, and develop propositions about factors that increase the likelihood that a partner firm will decide to restructure its IJV in response to a genuine need for restructuring. We also note the research implications of our work and its contributions to management practice.

The purpose of this research is to examine how a change in team dynamics impacts an individual's motivation to engage in helping behavior and operational performance.

An online vignette experiment and a hybrid discrete event and agent-based simulation model are used.

Study findings demonstrate how a non-core worker's perception of team dynamics influence engagement in helping behavior and system performance.

This study provides a further understanding on how team members react to changes in team processes. This study theorizes on how an individual team member responds to fairness concerns. This study also advances our understanding of the critical importance of helping behavior in a retail logistics setting. This research illustrates how the theory of strategic core and procedural justice literature can be adopted to explain team dynamics in supply chain management.

The purpose of this paper is to explore and describe the perspective of the management group regarding how they reasoned when deciding to engage in a model focussing on systematic work environment management, and what motives that influenced their decision.

This qualitative study with semi-structured interviews includes 18 representatives from the management groups in 18 Swedish municipalities. Data were analysed with a constant comparative method.

The participants described two aspects that were of importance when making the decision; establishing commitment before making the decision and establishing strategies to legitimise the decision. Furthermore, they expressed motives that were linked both to their individual expectations and wishes and to policies and facts in their organisations. The participants experienced the model as a valuable tool in their organisations to increase employee participation and to provide structured support to their first-line managers.

The managers’ motives were linked to individual expectations and external directives. These were often intertwined and influenced their decisions. When implementing this type of model, it is important to discuss decisions in a larger group to avoid building an organisational initiative on one person’s expectations. Furthermore, it is important to support the management’s work to establish commitment for the model in the municipal organisation.

This study adds to knowledge of the complexity of deciding and implementing models to support systematic work environment management in organisations.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

Multi‐criteria decision making exists in the daily lives with broad application backgrounds. Sometimes because of incomplete information, the weights can only be estimated subjectively, which leads to an unsatisfactory result. The purpose of this paper is to describe an interactive technique to decide multi‐criteria weights by multiple decision makers in the condition of incomplete information by means of virtual environment.

The procedure assumed a problem with n criteria and r decision makers. The algorithms employed are presented.

It was found that the proposed framework is an effective weight‐deciding tool; the procedure quickly locates excellent compromise weights in a series of test problems.

The methodology helps decision makers determine a most preferred final solution by the virtual environment especially when there is incomplete information. The procedures provide a mechanism to guide the decision makers towards an acceptable compromise solution, without requiring excessive decision maker input. Studies show that the procedure performs well in terms of solution quality, simplicity, computational requirements, convergence and flexibility.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides: