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This paper aims to investigate the effect of using indigenous forecasts (IFs) and scientific forecasts (SFs) on pastoralists’ adaptation methods in Rwenzori region, Western Uganda.

Data were collected using a household survey from 270 pastoralists and focus group discussions. The multivariate probit model was used in the analysis.

The results revealed that pastoralists using of IF only more likely to be non-farm enterprises and livestock sales as adaptation strategies. Pastoralists using both SF and IF were more likely to practise livestock migration.

Other factors found to be important included land ownership, land tenure, gender, education level, non-farm and productive assets, climate-related risks and agricultural extension access.

Increasing the number of weather stations in pastoral areas would increase the predictive accuracy of scientific climate information, which results in better adaptive capacity of pastoralists. Active participation of pastoral households in national meteorological dissemination processes should be explored.

A two-prong approach that supports both mobile and sedentary pastoralism should be adopted in rangeland development policies.

This study has shown the relevance of IFs in climate change adaptation methods of pastoralists. It has also shown that IFs compliment SFs in climate change adaptation in pastoralism.

This article examines the borders of memory inherent to a Japanese World Heritage site, and their significance for the 2020 opening of the Industrial Heritage Information Center in Tokyo. The Center was constructed to disseminate information regarding the widely dispersed “Sites of Japan's Meiji Industrial Revolution”, which was recognized as a “serial site” by UNESCO in 2015. As with the original nomination, the opening of this Centre resulted in stringent protests from South Korea, who sought to have UNESCO consider revoking its original listing of these 23 Industrial Sites as collectively constituting the heritage of the world. This Center materializes a “border of memory” between Japan and South Korea that is the outcome of the displacement and re-siting of the heritage associated with Japan's Meiji Industrial Sites.

Research material is derived from nomination documents, site visits, and newspaper reports in order to contextualize and analyse the disputes associated with this particular World Heritage nomination.

The paper points to how the borders of memory present at heritage sites may shift through contestation. Efforts to fix the meaning of heritage find themselves subverted by connections across such borders of memory.

The paper traces the process by which the geographically-dispersed “Sites of Japan's Meiji Industrial Revolution” have been collectivized through UNESCO's recognition into a single “border of memory” between Japan and Korea, one which the Information Center subsequently succeeded in materializing and reproducing within Japan's national capital.

To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.

A questionnaire was administered with a sample of 123 people from a Mondragon cooperative firm, ULMA Architectural Solutions, and responses were analyzed using principal components’ analysis and regression techniques.

Two factors are found to play especially important roles in explaining perceptions: (1) work and management/supervisory practices, especially those relating to communication and participation in decisions in respondents’ immediate work area, and (2) job type (blue collar vs. white collar).

The study confirms earlier research on the broad centrality of participation and related practices to perceptions of work and the organization in employee ownership settings, while findings focus on the immediate work environment and relationships with immediate managers for blue-collar workers.

These are closely related to the research implications, underlining the importance to worker-owners, in manufacturing contexts, of communication and involvement in decisions in their immediate work environment.

Widespread concerns about inequality, poor working conditions, and competitiveness suggest the importance of investigating enterprises with broadly shared capital ownership, enterprises that tend to address these concerns.

The chapter reinforces the fundamental roles of information-sharing and participation in enterprises with shared ownership, while making key distinctions between shopfloor and office workers experiences and perceptions.

Many academics have, as of late, shown commitment to decolonising academic research and/or have (re-)educated themselves, at least to some extent, on Indigenous epistemologies, methodologies and methods. While these efforts seem commendable, they may lead to tenacious expectations by some senior academics that new and emerging Indigenous scholars must use Indigenous research tools when conducting decolonising research with their communities. However, such expectations can create ethical issues in instances where the use of Indigenous research tools may be inappropriate or even harmful due to the ongoing impact of deep colonisation in the community. Such counterproductive expectations also disempower emerging Indigenous researchers as they undermine the researcher’s knowledge of what is and is not appropriate in their communities. In this autoethnographic account, an Indigenous knowledgemaker and her non-Indigenous academic mentor jointly reflect on the tightrope walk between meeting academic expectations and contributing to the decolonisation of Indigenous communities in meaningful, non-harmful ways. Drawing on Edward Said (1979, 2004), we contemplate whether the increasing dissemination of Indigenous scholarship has generated a type of ‘academic neo-orientalism’ that is characterised by academic outsiders exoticising emerging Indigenous scholars in various research matters and thus re-colonise (perhaps contrary to their sincere intentions) Indigenous scholarship.

The world is changing very rapidly with events that alter the landscape for students during a time when entrepreneurs are needed more than ever. This chapter explores trends in entrepreneurship research that are focused in areas of the entrepreneurial mindset, alleviation of poverty through entrepreneurship, social entrepreneurship, portfolio thinking about entrepreneurial venture types, the crucial nature of racial diversity, and the drive of women entrepreneurs. It also examines COVID-19’s disparate impact on smaller ventures and Black entrepreneurs, while highlighting its impact on spurring entrepreneurial innovations causing an entrepreneurial explosion. Most importantly, this chapter focuses on how the emerging research trends amidst the COVID-19 pandemic have prompted entrepreneurship educators to enact educational innovations. The chapter includes tools and tips to integrate into the changing nature of university programs and entrepreneurship curriculums facing a dynamic future.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

The Mondragon cooperatives are the most thoroughly studied and well-known example of worker cooperatives in the world. Yet while there has been much discussion and wide recognition of the empirical growth of the Mondragon co-ops, there is substantial confusion about the lessons we can draw from this case in thinking about workplace democracy more broadly.

The normative and empirical literature on Mondragon is carefully analyzed to draw out the main implications from this case study for the broader issue of workplace democracy.

I contend that Mondragon teaches us two main lessons. First, that workplace democracy can indeed operate in a way that is economically sustainable and socially superior to conventional firms. Second, Mondragon sheds light on the question of whether co-ops are doomed to degenerate.

This paper advances our understanding and conceptualization of workplace democracy.

This paper provides practitioners with an up-to-date and comprehensive analysis of the world’s most successful cooperative network.

This paper provides insight into the practical feasibility and normative desirability of alternative organizations of workplaces in the form of worker cooperatives.

This paper will be of particular interest to scholars and activists interested in democratic alternatives to conventional hierarchical firms by illustrating the strengths and weaknesses of the Mondragon cooperatives and drawing out the lessons that this specific yet influential example has for issues of workplace democracy more broadly.

Investigates primary differences between employee motivation in the USA and Japan. Spotlights how workers in both countries work towards promotion and advancement. Stresses that Americans are individualists and that the Japanese are organization‐loyal. Concludes self‐actualization is likely to mean different things to employees in both cultures.

The purpose of this chapter is to critically evaluate contemporary Japanese human resource management (HRM) practices in order to identify if Japanese small enterprises are employing the same or different practices that have been used in the past.

An interpretative qualitative approach is applied through the use of semi-structured interviews. Three small business owners with 30–50 years’ experience in the construction industry have been interviewed in Japanese with their subsequent responses translated, transcribed and coded.

It has been discovered that traditional HRM practices remain popular although their influence has slightly dissipated. This finding indicates an influence by western HR practices, at least to an extent. Findings include the presence of lifetime employment, seniority systems, Kaizen (quality management), the growing international workforce, unionisation, ‘nomunication’, recruitment practices, group decision-making and the lack of gender equality.

Research was only carried out with three small business owners which may reduce the transferability and generalisability of the findings. Only the construction industry was analysed. Moreover, the interviews took place on Skype rather than in a face-to-face environment which may have reduced the ability to effectively understand facial signals.

Although a native Japanese speaker carried out the translations, there may have been issues regarding selecting the most appropriate words to be used.

This study provides an original viewpoint on contemporary HR practices in Japan. It is argued that this chapter will provide a fresh understanding on HRM practices used by Japanese small business and will be useful for scholars, employees and employers alike.