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This chapter focuses on analyzing conscious consumption practices of sustainable products among the young generation, and their perceptions and behavior toward it. Because university students are the future consumers, they are more educated and aware than the typical person (Mcmillin & Dyball, 2009), will have earning capacity, and will be able to influence others in their workplaces (Nejati & Nejati, 2013), it is critical to measure sustainable consumption in the context of university students. Businesses and marketing strategies must also take into account sustainable consumption. In this vein, policy and business ramifications have been explored (Joshi & Rahman, 2015; Young, Hwang, McDonald, & Oates, 2010). Taking in view the above viewpoint, the focus of the study is to measure and analyze the responses of young generations to conscious consumption of sustainable products in Pune City. This is a descriptive study that was conducted among the 501 students at MIT-World Peace University (MITWPU) in Pune using a judgmental sampling method. Data collection was done through a standardized questionnaire using Google forms. Exploratory factor analysis and percentage analysis were used to examine the responses obtained using SPSS IBM 28.0. The results of the study reveal that conscious consumption enhances the environmental, social, and economic quality of life among young generations. It reflects conscious sense among youth as well as their perception and behavior on caring about themselves, the environment, and conserving for future generations.

Legalists and social scientists have not been able to explain the expansion of gay rights in a conservative age because they refuse to respect the special qualities of judicial decision making. These qualities require the Supreme Court to look simultaneously at the past, present, and future, and, most importantly, to determine questions of individual rights through a consideration of how citizens are to live under a continuing rights regime. Unless scholars understand how and why Supreme Court decision making differs from that of more directly politically accountable institutions we can expect no greater success in explaining or predicting individual rights in the future.

A study of the price discounts granted by Morton Salt Company and other producers of table salt in the U.S. on their sales of table salt to grocery wholesalers and retailers. The discounts were found to be illegal under the Robinson-Patman Act by the Federal Trade Commission and the Supreme Court. The Commission and the Court believed that the discounts were unjustified price concessions granted to “large” buyers, consistent with the concerns of the Robinson-Patman Act. However, the evidence indicates that the most common discount – the “carload discount” – was received by virtually all buyers, regardless of the buyer’s size; the other discounts – “annual volume” discounts – though received primarily by “large” buyers, were likely cost based. The history of the discounts and likely reasons why they were granted are explored in detail.

According to Nussbaum (2010), it is really important to develop responsibility and to promote the critical thinking, above all through pedagogical appropriate interventions. Education has to offer the instruments and pedagogical models useful to let people be able to participate actively to the building of a society taking into account the diversities and the resources deriving from them. One of these can be service-learning methodology where students learn and develop through active participation in thoughtfully organized service. Literature documents that service-learning activities enhanced students’ problem-solving abilities (Conrad & Hedin, 1982; Goldsmith, 1996) social competence (Osborne, Hammerich, & Hensley, 1998), civic responsibility (Goldsmith, 1996; Zeldin & Tarlov, 1997). Starting from this theoretical framework, this chapter will describe the results of a case study analysis on the relationship between the capability approach and service-learning in higher education. In particular, guided by the capability approach of Sen (1987) and Nussbaum (2000, 2010), a qualitative analysis was conducted on students’ reflections on their service-learning experience.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Selznick (1957) differentiated between institutional leadership, concerned with organizational identity and character, and administrative management, concerned with organizational operations or efficiencies. We investigated the timing and extent of each of these by leaders of new ventures during market emergence. Examining the case of satellite radio, we analyzed 235 executive statements in 244 press releases, 1998–2005, for the start-ups, XM and Sirius. We found that leaders, across the organizational hierarchy and over time, interpreted entrepreneurial action in terms of the venture's identity, but institutional leadership was primarily associated with CEOs and administrative management with lower echelon executives. Institutional leadership was higher during market emergence and commercialization, while administrative management increased with the growth and establishment of satellite radio as a market category.