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Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

The chapter reviews and extends the theory of exact and superlative index numbers. Exact index numbers are empirical index number formula that are equal to an underlying theoretical index, provided that the consumer has preferences that can be represented by certain functional forms. These exact indexes can be used to measure changes in a consumer's cost of living or welfare. Two cases are considered: the case of homothetic preferences and the case of nonhomothetic preferences. In the homothetic case, exact index numbers are obtained for square root quadratic preferences, quadratic mean of order r preferences, and normalized quadratic preferences. In the nonhomothetic case, exact indexes are obtained for various translog preferences.

This chapter is an up-to-date survey of the state-of-the art in consumer demand analysis. We review (and evaluate) advances in a number of related areas, in the spirit of the recent survey paper by Barnett and Serletis (2008). In doing so, we only deal with consumer choice in a static framework, ignoring a number of important issues, such as, the effects of demographic or other variables that affect demand, welfare comparisons across households (equivalence scales), and the many issues concerning aggregation across consumers.

This chapter explores social enterprises as an alternative and addition to traditional entrepreneurial ecosystems (EEs). It reviews the substantial social enterprise literature in order to identify the myriad of competing tensions constraining development and success of social EEs in areas of significant poverty and economic deprivation. Following this, the findings of several contemporary and novel studies are discussed. These collectively evidence ways social enterprises are overcoming the seemingly immutable constraints they operate under. In particular, the Social Enterprise Places initiative has been highly effective in supporting the development of flourishing social EEs in many locations in the UK. However, the growth of social enterprises, both in number and economic importance, presents further challenges that social enterprise owners and managers will have to contend with. Consequently, these organisations and their allied ecosystems require continued structural, financial and skills support.

Online reputation manager has become increasingly important in tourism industry. Managers, regardless of working for a hospitality structure or a tourism destination, are paying more and more attention in respect of the importance of reputational levels. Online reputation, in fact, originates in visitor's user-generated contents (UGCs) but reverberates on the whole web, on successive visitors' attitude and behavior, and on managed organization performances. How to manage online reputation in tourism and destination management anyway mostly stayed an anecdotal topic for many years. While best practices exist, indeed, literature has frequently neglected their systematization. Building on this need, this book will try to improve and organize the existing body of knowledge on this topic to help future hotel and destination managers to better deal with the mounting environmental complexity.

In the past 30 years, California has played a key role in engaging the U.S. with broader international economic and political relationships. A large part of engaging California in a broader global context has been the plethora of technology. Because of the globalization of world markets, California's internationalized economic participation positioned itself well relative to other national markets, for example, in Asia and Europe. As a result, by the late 1990s, California had the fifth largest economy in the world (The Commerce and Economic Development Program, 2004). While California became increasingly engaged in international relationships, its population voiced increasing concerns for developing and sustaining a racially and nationally diverse workforce to engage with the rest of the world. However, during the late 1990s, there was movement in the other direction that restricted access to higher education and public resources for people of color (e.g., Proposition 187) and immigrant populations (e.g., English-only movement) (Allen, Teranishi, Dinwiddie, & González, 2001).