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The current piece summarizes five critical points about racism from the point of view of Black scholars and allies: (1) Black people are experiencing exhaustion from and physiological effects of racism, (2) racism extends far beyond police brutality and into most societal structures, (3) despite being the targets of racism, Black people are often blamed for their oppression and retaliated against for their response to it, (4) everyone must improve their awareness and knowledge (through both formal education and individual motivation) to fight racism and (5) anti-racist policies and accountability are key to enact structural reformation.

The first three of these points detail the depths of the problem from the perspectives of the authors and the final two lay out a call to action.

This viewpoint is the joint effort of 14 authors who provided a unified perspective.

This was one of the most original experiences the authors have had – working with 13 former/current students on joint perspectives about police brutality and racism more generally. The authors thank for the opportunity.

Financial expert systems have been developed in the past few years for applications such as credit assessment, portfolio management, and insurance underwriting. The decision making process of the experts in these application domains to a large extent relies on intuitive knowledge acquired by these experts after many years of practice. Eliciting and formalizing this knowledge is a critical phase in the design and development of such expert systems. This paper describes a prototype expert system for auditing and evaluating workers' compensation insurance premiums. This system differs from the abeve expert systems in that most of the experts' knowledge is explicitly accessible as regulations in procedures and manuals. This expert system is an instance of what can be called an expert system for regulation management (ESRM). The main role of the expert in the development of an ESRM is to explain regulations. The expert system presented here exhibits two features critical to the effectiveness of an ESRM: (i) an appropriate representation of complex regulations, and (ii) the capability to incorporate frequent changes to regulations quickly.

The aim of this paper is to examine the social responsibility orientation (SRO) gaps between the forest industry executives and societal members in the US Pacific Northwest.

Using mail survey responses to pre‐existing SRO scales, the two samples are grouped into distinct social orientation clusters and compared based on demographic and firm characteristic variables.

The forest industry executives were found to have a significantly lower SRO than societal members, indicating a more individualistic social orientation. Demographic analyses suggested that individualistic beliefs were more prominent in males and rural residents among general society respondents. However, SRO among business executives showed no significant differences based on demographics or firm characteristics.

The research was conducted within a specific region of the USA and as such these findings may not be generalized to other regions. The paper argues that one's SRO may have an impact on one's corporate social responsibility orientation; however, this remains an area that must be empirically investigated, both within and beyond the geographic and industrial context presented here.

Previous research has shown that executives with more egalitarian orientations can be more successful and inclusive problem‐solvers and negotiators. As businesses continue to face the challenge of balancing multiple stakeholders' demands, an understanding of gaps in SRO between business executives and general society provides a preliminary basis for companies to understand their misalignment with societal values and to find appropriate ways to narrow these gaps, wherever feasible.

The study represents the first region‐specific assessment of SRO. Additionally, the originality of the study lies in examining the SRO gap between industry executives and general society. Results prompt discussion surrounding the influence of social responsibility orientation gaps on an executive's ability to balance the demands of the firm and stakeholders.

The purpose of this paper is to document the growing concerns about the lack of relevance of business school research, and offer suggestions for journal editors and faculty members in logistics and supply chain management.

This paper is a review of literature related to the relevance of business school research and an analysis of trends related to the editorial review boards of the three main logistics journals.

The current business school research model is unsustainable. The metrics used are driving the wrong behavior. Logistics journals, traditionally known for an emphasis on practical relevance, appear to be emulating the journals of other business functions at a time when there is a growing consensus that these journals are publishing, more often than not, research of little or no value to practicing managers or society.

The cost of faculty research at AACSB schools, which increasingly benefits no one but the authors, has been estimated at roughly US$3.8bn annually. Imagine the potential benefits if business school deans realigned the incentives to encourage faculty to produce credible research that is useful to business and society.

The hope is to influence senior logistics faculty with tenure to work with business executives or policymakers to identify long-term big idea projects that will impact business and society, and publish their research in the logistics journals. Traditionally, the editors of logistics journals included business executives on the editorial review boards and encouraged research of practical relevance. Journal editors should look back and realize what was good about the journals and not discard the good for current fads.

The purpose of the paper is to examine shifts in sales organizations utilized to sell services to business‐to‐business customers. The paper also examines the changes expected in personal selling and sales management.

Extant academic literature and emerging practices are examined to determine trends.

The paper suggests that the traditional service‐focused sales organization is evolving in two distinct directions. First, enhanced sales automation is resulting in a reduction in salespeople's contact with customers. Second, an enhancement in the level of customer contact is leading to a growth of customer‐focused sales organizations and an increase in global account management teams.

Additional research is needed in this area.

Changes are required in the manner in which personal selling and sales management is practiced in organizations. Firms need to make these changes or their sales forces will be less efficient and less effective.

This important area is very infrequently examined in literature. This is the first attempt to examine this area.