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This chapter argues that intra-firm geographic mobility is an understudied mechanism that can help mitigate coordination failures in a geographically distributed organization. The chapter presents an organizing framework on how intra-firm geographic mobility creates value for firms and discusses how intra-firm geographic mobility can create value for individual workers. The chapter concludes by presenting a future research agenda for intra-firm geographic mobility in light of emerging phenomena such as global collaborative patenting by multinationals, temporary colocation of knowledge workers, and nonstandard work.

This chapter will discuss the extent to which existing models on expatriate functions within the international business literature, still effectively capture the roles currently performed by expatriate managers. It analyse the Edstrom and Galbraith (1977) typology and present a conceptual framework on the roles currently performed by expatriate managers within MNCs. To do this, it will draw inspiration from the resource-based view (Barney, 1991; Peng, M. W. (2001). The resource-based view and international business. Journal of Management, 27, 803–829. Wernerfelt, 1984), and the organisation capability view (Grant, 1996). Following several propositions about managers’ key functions within MNCs, challenges of creating an all-encompassing framework on expatriate functions, and suggestions for future research and theoretical development will be identified.

This chapter will present a conceptual framework on expatriate functions.

Four decades since Edstrom and Galbraith’s seminal work, international developments have continued to impress upon the way MNCs organise and manage their worldwide activities. Yet, as the business environment progresses, theoretical models examining how international development impact the functions undertaken by expatriate managers within MNCs individuals are still relatively scarce. Hence, this chapter aims to contribute to the theoretical advancement in the area of expatriate functions by highlighting possible changes and expansion of expatriate managers within the current global business context.

It is proposed to build a development which illustrates and analyzes the different strategic planning that the main brands of the Hospitality Industry have written to communicate their new strategic direction through their Sustainability and Corporate Responsibility reports. The chapter is developed through a detail of five main brands, but it is based upon a research carried out on 17 hotel chains, in particular: AccorHotels, Best Western Hotels, Boscolo Hotels, Carlson Rezidor Hotel Group, Choice Hotel, Extended Stay America Inc, Four Seasons Hotels and Resorts, Hilton Worldwide, Hyatt Hotels Corporation, InterContinental Hotels Group, Kempinski, La Quinta Inns & Suites, Marriott International, Meliá Hotels International S.A., NH Hotel Group, Vantage Hospitality, Wyndham Worldwide.

The reading of the CRR (Corporate Responsibility Report) has exposed that there is no homogeneity in the structure of the documents contained, both in theoretical and methodological approach: the need for the hotel chains to incorporate the themes of Responsibility and Corporate Sustainability in their business remains. The intention of the research is to offer an overview over the commitments' construction in the CRR of the hotels' chains in order to illustrate whether the corporate strategy of the CRR is lead by choices of strategic repositioning or it is the result of choices of cost rationalization. The development of the chapter focuses on the assessment of the four following points:

1. Development of the green commitments and the Corporate Strategy

2. Factors related to cost advantage

3. Factors related to differentiation advantage

Development of the green commitments and the Corporate Strategy

Factors related to cost advantage

Factors related to differentiation advantage

All the information gathered and analyzed in the research come from official sources found in the Hotel Chains to assess the level of transparency of the performances achieved in relation to the commitments communicated and widespread through the CRR, the CSR reports, the Corporate Annual Report, international projects that integrate the performances and the initiatives that compose and accompany the sustainable and responsible planning that has been used, displayed or downloaded from the corporate website.

Previous quantitative research documents that college students with disabilities do not attain higher education at rates equal to their nondisabled peers. This qualitative study posits that socioeconomic status (SES) is a determinant of this discrepancy, and explores how SES and disability shape the college experience of New York City (NYC) students with learning disabilities (LDs), specifically.

Research findings from semi-structured interviews with students with LDs (n = 10) at a low-SES and a high-SES colleges are presented against the backdrop of administrative data from NYC baccalaureate-granting colleges (n = 44), disability staff surveys (n = 21), and disability staff interviews (n = 9). Examined through the lens of political economy, qualitative data demonstrate the ways colleges create environments that enable or hinder student success through difference in policy implementation.

Student themes like stress, identity, and entitlement are discussed against the theoretical and empirical exploration of the intersectionality of SES and disability. Socioeconomic differences are linked to variation in students’ college choice, accessing evaluations, requesting accommodations, and receiving supplementary supports.

The purpose of this chapter is to survey and synthesis the literature on: (1) myths and misinformation about persons with disabilities that create attitudinal barriers to employment, (2) best practices in employing persons with disabilities, (3) the business case for hiring persons with disabilities and (4) corporate social responsibility and disability, in order to distill a model for changing corporate culture for successfully integrating employees with disabilities into an organizations workforce.

An extensive review of the above mentioned literature is synthesized and distilled into a model.

The review indicates a number of best practices to be implemented in order to successfully integrate employees with disabilities into the workforce. These factors have been synthesized into a model to guide employers in affecting corporate cultural change to address the integration of person with disabilities into the organization.

A systematic approach to integration of employees with disabilities, informed by the significant business logic for doing so.

The chapter provides an extensive survey of the literature on disability employment and highlights attitudinal barriers to employing persons with disabilities, the business case and social responsibility case for employing persons with disabilities, the best practices for success and synthesizes these factors into an original model to guide business in cultural change making.

Remedies for the nation's contaminated lands must be protective of human health and the environment through time in order to comply with the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) and other environmental laws. The high cost associated with remediating these lands – between $8 billion and $35 billion to address 15 million acres possibly contaminated with military munitions (U.S. General Accounting Office, 2003), more than $7 billion in 2004 alone for environmental restoration at U.S. Department of Energy sites (DOE, 2004), and uncalculated costs for the private sector – encourages decision-makers to select cost-effective remedies.