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The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand the impact of generation, life stage and career stage on an employee’s professional needs, goals and expectations of their firm; to understand how organisational culture contributes, in this case, to ineffective people management practices; and to develop a talent management strategy: new policies, processes or practices that will address the identified issues and create a sustainable pipeline of talent.

This case finds the successful agro-processing firm Namib Mills in a state of internal tension in April 2019. As Namibia’s premier supplier of staple food products, Namib Mills is performing well in a struggling economy. Then yet, CEO Ian Collard is concerned that his senior management team is not exhibiting the kind of leadership and strategic management needed to take the company into the future. As Ian examines the issue further – with the aid of a report from an external consultant – he begins to see that the weaknesses of his senior managers, who are prone to micromanaging and poor communication, are part of a bigger issue of talent management in the firm. The junior employees, who are energetic and ready to innovate, are growing restless as they wait for career growth and promotion opportunities. The rising leaders in middle management are also struggling to break through. Ian must confront how organisational culture and generational diversity within this family-owned business have created talent management barriers and develop a strategy for sustainably developing employees into the leaders of the future.

This case is designed for a master’s level management program and is well-suited for courses that deal with organisational behaviour, people management or human resources management. Specifically, the case is aimed at students interested in talent management, generational diversity and organisational culture.

CSS 6: Human Resource Management.

This article describes the move towards integrated coating systems, where the coating and method of drying or curing are selected to ensure efficient coating processes, while ensuring there is no reduction in the function of the coating itself. It briefly explores various methods of radiation curing and explains how these techniques can be used to meet production requirements and constraints and develop optimum coating solutions. There is also a brief case study, which describes the installation of an infra‐red system for pre‐heating steel drums in order to speed up a lacquering operation.

Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada. Henson knew that transitioning leadership at companies was a difficult task, and he was aware that he was replacing a popular leader: Natalie Peace. Compounding the challenge ahead of Henson were two major hurdles, the first was demographic in nature: Booster Juice’s employee group was young (on average below 20 years old) and many adored Peace, he was certain that whoever replaced her would have a difficult transition. The second challenge was managing change: Henson needed to cut costs. Peace had several generous policies that Henson needed to consider altering or removing, a potentially unpopular task. Initially, this case puts students in Henson’s shoes: How should he handle the specific aspects of this leadership transition? It allows professors to examine the broader issue of managing a change process.

Data for the case were collected from various sources. Public records, historical documents, and media reports were the main source for general background information and context. Primary data were collected through a series of interviews with the present and past owners of the Booster Juice franchises discussed.

This case was developed for use in an undergraduate management course or where change management and leadership are specific modules, an organization behavior class is a good example of where the case should fit. The objective of the case is to illustrate the challenges that resulted from a change in leadership and examine how to manage the change process. The thought-provoking element in this case is the leaders involved have very different leadership styles. The authors anticipate this case would be one used early in the course, as it is concise and straightforward to read, and clearly illustrates the issues to be examined. It provides an effective tool through which to introduce students to change management and styles of leadership. The added value is that the case is based on a company built by an undergraduate student and thus students tend to be very interested in the business itself.

The main theoretical base for the case is based on change management and exemplary leadership. To facilitate this the authors use Kurt Lewin’s models of change, Kotter’s eight step process, specifically referring to Kotter (1995). The authors then use Kouzes & Psoner five practices of exemplary leadership, referring to Kouzes, and Posner (2003). The authors specifically reference Northouse (2010).

This paper examines how young people develop meaningful self-concepts in the postmodern social world. Drawing from an ethnographic investigation of punk subculture, I explore how identity work is performed when young people are saturated with competing self-definitions and encouraged to engage in reflexive self-doubt. Focusing on the ecstatic qualities of concerts, I describe a complex process of identity formation wherein youth emotionally experience their identities through ritual performance rather than constructing them through institutional affiliation or narrative. My analysis draws heavily from Bourdieu’s practice theory and the existential phenomenology of Merleau-Ponty, emphasizing the centrality of embodiment and performativity to postmodern identity. I conclude with a discussion of how postmodern theories of the nonself exaggerate the insecurity of contemporary identity, and I outline a new theoretical framework regarding identity formation that bridges the literatures on subjectivity and embodiment with classical work in symbolic interactionism.

The paper introduces a new model, the evolutionary-existential model of organizational decision-making. The purpose of the model is to provide an empirical framework for understanding the context for decision-making under conditions of existential threat to organizations, such as the global COVID-19 pandemic during the year 2020.

The model is built on an extensive interdisciplinary literature review, drawing from research in social psychology, management, behavioral economics, evolutionary psychology and consumer behavior. In general, the authors follow Bargal's (2006) call for action research in the spirit of Lewin (1951).

According to the model, organizational decision-making during the pandemic threat is influenced by (1) existential threat and (2) an unprecedented macroenvironmental context for decision-making. The authors argue that these psychological and macroenvironmental forces may lead to suboptimal decision-making, based on (1) their basic cognitive architecture and (2) specific evolutionary triggers activated by the pandemic. The authors highlight how the interaction between these inputs and the decision context manifest in various social psychological phenomena that are known to impact judgments and decisions.

Simply put, the magnitude and the urgency of the global pandemic call for new and integrative ways of understanding organizational decision-making.

The model is new. Although the authors draw on prior research and theory, the model is uniquely interdisciplinary; further, the authors are able to make specific and unique predictions about the inputs, decision context and their social–psychological consequences for decision-making.

Seeks to ontinue discussion of the critical role of people in organisational change.

Focuses on the importance of achieving change readiness, ways in which this may be achieved and means to assess organisational readiness for change.

Achieving and sustaining effective organisational change and renewal are an imperative. The people in organisations can be either the key to achieving effective change, or the biggest obstacles to success.

Highlights how managers attempting to achieve organisational change will be well served by paying attention to the need to create readiness for change – this at both the individual employee and whole‐of‐organisation level – and the ways in which this may be achieved.

This article discusses the evaluation process in organizations.

Provides a viewpoint based on experience.

Facing the hard facts and truths about what works and what does not, understanding the dangerous half‐truths that constitute so much conventional wisdom about management, and rejecting the total nonsense that too often passes for sound advice will help organizations perform better.

Provides a useful insight into the evaluation process.