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In this chapter I consider the need for consent in two cases of posthumous donation of parts of one’s body: organ donation and the donation of sperm to allow one’s partner to conceive a child after one’s death. What kind of consent is appropriate in these cases and why? In both cases, jurisdictions tend to prefer explicit consent, although many countries now adopt presumed consent (opt-out) in the case of organ donation, and there has been a recent plea for presumed consent in the case of sperm donation as well. In this chapter I first argue that arguments in favour of presumed consent are inadequate as they stand, and then describe another way of understanding opt-out schemes, one that focuses on different models of what is at stake and on the ethical requirements incurred on such models.

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Although the topic of span of control (SOC) has been discussed in detail in management literature and education, less focus has been placed on the decline research since the 1970s and, thus, the future relevance of the concept. By providing a historical overview of the literature on SOC through the work of key management scholars, this paper aims to explain why the literatures’ coverage of the topic has been significantly diminished in recent decades and offers suggestions as to why further research on the topic is needed.

The authors provide a historical literature review and analysis on the decline of SOC as a construct of interest.

The findings of the paper include a brief analysis of SOC. The concept was a very strong concept that declined as management became more scientific, rejecting classical management theory. This rejection occurred because SOC was impacted by multiple factors making it impossible to effectively study, making it imprecise. Likewise, SOC is too applied and lacked theoretical relevance. However, SOC still has value, especially when paired with a theory such as leader-member-exchange (LMX).

The authors argue that SOC is still relevant today and management scholars should align its study with its practice in modern organizational structures. However, its focus needs to change and be added to other theories such as LMX.

The purpose of this paper is to explore the influence and advantages of leadership multiculturalism on global strategy development through cross-border mergers and acquisitions (CBA) and corporate social responsibility (CSR) from emerging market multinational companies (EMNCs) expanding into emerged markets. The key contribution of asymmetric multiculturalism is a novel finding based on inductive research. We fill a gap by further linking business leader characteristics and corporate strategic actions and examining how multicultural business leaders from emerging markets can be highly effective at CBA and CSR.

The paper draws on in-depth interviews, observations and documentary evidence analyzed with iterative coding, construct definition and thematic development to understand how leadership multiculturalism affects CBA and CSR in an EMNC over time.

The new construct of leadership asymmetric multiculturalism describes strategic advantages accruing to leaders from developing markets who are culturally fluent in both emerging and emerged market milieus. The construct contributes to emergent research on the rise of multicultural leaders and their strategic advantages and delineates a pathway toward identifying advantages of emerging over emerged market business leaders.

The research addresses specific CBA and CSR strategies within one emerging market region and EMNC. Future research should further articulate and validate the key construct of asymmetric multiculturalism, further examine its sources, draw more explicit comparisons with data from emerged market leaders, and explore the applicability of these findings to strategic actions and advantages in both emerging and emerged markets.

Emerging market corporate leaders should identify and develop pertinent aspects of their own asymmetric multiculturalism in enacting CBA and CSR strategy with respect to EMNCs and firms from developed markets. Emerged market leaders should become more aware of and cultivate their own multiculturalism.

Asymmetric multiculturalism can be accompanied by heightened awareness of global citizenship — including codes of ethics, environmental challenges, community outreach and fair labor practices — which, in tandem with CBA, can strengthen emerging market firms’ performance and reinforce their global stature and reputation.

Asymmetric multiculturalism is a new explanatory construct in the sociological, economic and management disciplines. Emerging markets corporate leaders utilize their multicultural competence to accelerate global CBA and CSR activity and advance strategic opportunities for their firms. The identification of advantages deriving from emerging market leadership capabilities is an unusual finding given the more typical emphasis on the privileges of emerged market leaders and firms.

This study aims to examine entrepreneurial performance differences between indigenous Dayak women entrepreneurs of their high versus low enterprising tendency in Sarawak, Malaysia.

A quantitative approach was used for data collection and analysis. The population of this study was the indigenous women entrepreneurs in Sarawak, Malaysia. Primary data were collected from 129 indigenous women entrepreneurs using convenience sampling. The survey instrument for measuring enterprising tendency and entrepreneurial performance was adopted from the relevant literature. Data were analyzed using independent t-tests in Statistical Packages for Social Science.

This study found that indigenous women entrepreneurs with higher enterprising tendencies performed better than those with lower enterprising tendencies. A significant difference was found between entrepreneurs with a higher enterprising tendency and those with a lower enterprising tendency in three of the five entrepreneurial attributes: need for achievement, creative tendency and calculated risk-taking. Nevertheless, no significant difference was observed in need for autonomy and internal locus of control between the two groups of indigenous women entrepreneurs.

Very few studies are available in the Malaysian context explicitly concerning women entrepreneurs in general and indigenous Dayak women in specific. Therefore, this study provides novel insights into the relationship between enterprising tendency and entrepreneurial performance among indigenous Dayak women entrepreneurs in Malaysia.