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In the shift from government to governance the possibility of an increased role or roles for third sector actors becomes greater. In addition, the potential for different roles also increases. In public governance, for example, third sector civil society actors¹ can adopt an advocacy and campaigning role or a partnership role. This chapter seeks to understand public governance roles of Irish third sector organisations compared to those in South Africa inspired by the work of Habib (2008, 2007a, 2007b) which draws attention to the concept of substantive uncertainty. Substantive uncertainty, Habib says, is a necessary condition for democratic functioning and refers to uncertainty of outcomes in political processes. In other words, the ability to challenge elites and facilitate the dispersal of power, so that space for opposition is engendered, is the essence of democracy. Because substantive uncertainty involves this uncertainty of outcomes it challenges hegemony therefore, Habib says. Yet, he notes, the political literature has not paid a lot of attention to this concept.

The progressive increase in the size of datasets has given life to the so-called big data that provides researchers with the opportunity to extract a greater amount of useful information in many sectors, especially in the tourism industry.

The chapter aims to demonstrate that sustainable tourism (ST) could be particularly favored by using big data and a data-driven approach. Furthermore, as ST appears in line with a new type of responsible entrepreneurship, called Humane Entrepreneurship (HumEnt), this chapter investigates the link between ST and HumEnt and the impact of big data and data-oriented approaches on ST and HumEnt.

The research adopts a qualitative approach, applying the case study technique. The authors conducted ten semi-structured interviews with key informants from a specific form of hospitality: Albergo Diffuso. Findings show the advantages of the data-driven approach to tourism and entrepreneurship highlighting how using data creates new opportunities for decision making in ST and HumEnt.

Individuals with disabilities may not be aware of their communicative, academic, social, and/or vocational needs. Over the last 20 years, self-advocacy has been referred to as a goal for education, a civil rights movement, and a component of self-determination (Test, Fowler, Wood, Brewer, & Eddy, 2005). As a measurable skill, self-advocacy can be specifically defined as a skill that helps “individuals communicate their needs and stand up for their own interests and rights” (Yuan, 1994, p. 305). Individuals diagnosed with a variety of disabilities (learning disabilities, cognitive impairments, language disorders, etc.) experience difficulty in achieving success in situations where they are required to communicate their needs and stand up for their rights. Test et al. (2005) documented 25 definitions of self-advocacy that were published between 1977 and 2002. The most recent definition focused on self-advocacy in the realm of social change and civil rights; the enablement of individuals with disabilities to make decisions, speak for themselves, and stand up for their rights.

Competitive and regulatory forces have spurred the consolidation of health care provider and payer groups into large integrated care delivery systems that purchase freestanding clinics. Many private practitioners, unable to stand alone against these competitive pressures, are selling their practices and becoming employees, often for the first time in their careers. Consequently, many physicians are now embarking on transition journeys into dual organizational/professional careers. Anecdotal evidence suggests that many transitioning physicians feel alienated and are ‘grieving’ their loss of autonomy. Others, however, seem enthusiastic about employment and embrace their new organization. What explains these differences in physician transitions?In this chapter, we develop a model to explain the variation in transition experiences. We induce the components of this model from two sources. First, we use four case studies to illustrate themes that emerged from our interviews with 21 physicians recently employed by a large integrated health system. Second, we draw upon received theory from management literature, including research on career transitions and organizational and professional commitment.Integrating the concepts induced from the interviews and the literature, we specify a model of physician transition, in which dual commitment to both profession and organization serves as the key indicator of transition. We propose that transition to dual commitment is a function of: (a) individual differences in demographics and value orientation and (b) organizational characteristics such as hygiene factors and enablement. We also propose that dual commitment will produce benefits in terms of job satisfaction, patient satisfaction, and clinical quality. Finally, we discuss the model's implications for practice and theory.

Contemporary Anglo-American economics, which I admire, faces two major obstacles. First, in its drive at least since Milton Freedman to be a positive science free of normative issues, it ignores its own current intellectual foundations buried at the heart of its analysis of the “advantages of trade”: Fairness. Second, the major driver of economic growth in the past 50,000 years has been the explosion of goods and production capacities from perhaps 1,000 to 10,000 long ago, to perhaps 10 billion goods and production capacities today. Economics, lacking a theory for this explosion, deals with this explosion by ignoring it and treating it as “exogenous” to its theory.

The “Edgeworth Box” carries the heart of advantages of trade, demonstrating for properly curved isoutility curves a region where you and I are better-off trading some of my apples for some of your pears. The ratio of these in trade constitutes price. But spanning the region of advantages of trade is the famous CONTRACT CURVE, where we have exhausted all the advantages of trade. Different points on the curve correspond to different prices. But the Contract Curve is Pareto Optimal, motion on the curve can only make one of us better-off at the expense of the other. Critically, economics has NO THEORY for where we end up on the Contract Curve. Nor, since different points on the curve correspond to different prices, can PRICE settle the issue.

Using the Ultimatum Game I will show that FAIRNESS typically drives where we settle on the Contract Curve, as long as we do not have to trade with one another. Thus ethics enters economics at its foundation, yet cannot be mathematized, so is ignored in Freedman’s name of a positive science.

Perhaps more important, unlike physics, no laws entail the evolution of either the biosphere or the “econosphere.” There are no laws of motion whose integration would entail that evolution. Lacking an entailing theory of the growth of the economy in diversity, often of new goods and production capacities, economists ignore the most important feature of economic growth, wrongly treating it as “exogenous.”

The failures above are likely to play major roles in the lapse to mere greed in our major financial institutions, and in our inadequate capacities to help drive growth in much of the poverty-struck world.

For the last several decades, technology has been playing an important role in changing the lives of consumers with an unexpected speed of innovative developments. Most of them were disruptive and had shaped not only the behaviour of consumers, but also empowered them to search for better products and services. These changes took place in media, communication, and information management of socialisation and collaboration. The digitisation revolution is a continuum until people and machines embrace a common ground for improving the lives of consumers. There were three stages of this movement. In the first stage, Turkish perspective was in alignment with the world where new channels of communication were established with support of Internet and information management. Marketing technology tools such as customer relationship management and call centre systems were discovered. In the second stage, continuous learning from the best uses and implementations has started. The ultimate goal became total customer satisfaction. Many improvements and innovative services, such as omni-channel marketing, took place for achieving this goal. Today, in the third stage, new marketing tools are being developed on the basis of integrated machine learning, such as analysis of customer conciseness, prediction of behaviour and perceptive marketing, which will be used extensively through digital platforms, new media, social web and in everyday devices for targeted marketing. In this chapter, a broader look is taken and an explanation is made for what has happened through these periods of intersection of marketing science and information technology. Moreover, ongoing changes which have given a new impetus to consumer life are addressed with respect to marketing management literature.