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The purpose of this paper is to present a data‐driven discussion about whether effective leadership and innovation are being stifled in a contemporary organizational environment of continuous change.

The elaboration and discussion are based on one component of comprehensive research that uses a qualitative and case study methodology involving interviews with 60 leaders and managers in three large organizations.

The key finding is that the accurate application of, and interaction between leadership and management releases the social capital, along with related identity and knowledge resources that helps address the tension between risk management and innovation.

The paper reports only on one component of the original study. The findings and implications reported here are regarded as tentative.

Based on the data and ensuing discussion, the implications for practice take the form of a schema of steps for managing the change culture of organizations.

By its very name and nature “innovation” requires thinking and acting outside the square. However innovation can only exist when leadership allows and fosters risk‐taking which has been well considered, actioned and managed by a knowledgeable and skilled workforce. The amount of ignorance which exists in the workplace is proportionate to the amount and type of risk management or regulatory solutions required to counter potential negativity associated with risk taking. Therefore the responsibility of any leadership desirous of change or innovation in an environment which is not overregulated must include as its priority, building and maintaining a knowledge‐culture that supports and allows risk taking. The original model presented provides a mechanism for the strategic handling of risk, innovation and change where management and leadership can co‐exist and knowledge and identity resources can be released in social capital transactions.

The paper reports on research into effective leadership interventions. The findings and conclusions are derived from 12 diverse vocational education and training (VET) sites around Australia. Data are from 44 written survey and interview responses and five focus groups yielding a total of 64 respondents. The main finding is a four‐stage cycle of effective leadership interventions and is demonstrated through a case of enabling leadership. The study incorporates context‐dependent profiles of different leaders’ attributes at each of the four stages of the leadership intervention cycle. The research generates new theory and knowledge in an area of leadership research. That is, it is found that the traits and attributes of individual leaders are necessary but not sufficient to explain how to achieve effective and enabling leadership.

Henry Ford once said that asking “Who ought to be boss?” is like “Who ought to be the tenor in the quartet?” The answer is obvious: the man who can sing tenor. Traditional views of leadership tend to emphasize the uniqueness of charismatic or powerful individuals and their effectiveness in performing key tasks. Recent research focuses on leadership as an enabling process and an Australian study uses this as the starting point for breaking the process down into key stages.

Explains the development of Israel’s welfare state, concentrating on the labour exchange system and housing. Links the development of the Zionist welfare state to economic and political conditions, in particular state‐building and the management of the Palestinian community within the state. Refers to literature on policy paradigms. Notes the stable institutional infrastructures developed by the Jewish community in Palestine and the Zionist labour movement, which led to an embryonic welfare state. Recounts the development of the labour exchange process and the public housing policy, describing how the policies reinforced statehood – settling immigrants into areas where Jewish presence needed strengthening and, at first, largely excluding the Palestinian community from access to housing and the labour process. Points out that, over time, the exclusion of Palestinians became unrealistic. Concludes that Israel’s welfare state was determined by political conditions of developing statehood – most importantly the exodus of Palestinians and the influx of Jewish immigrants.

The purpose of this paper is to contribute to the growing public diplomacy literature as it focuses on the crucial, but so far largely unnoticed negative dimension of public diplomacy by analyzing information campaigns targeting unwanted people as one instrument of public diplomacy.

Using the cases of Australia and Germany this paper analyses the public diplomacy narratives of these two countries and contrasts those with the messages both countries communicate to potential migrants/refuges through a number of information campaigns. Based on this assessment the paper highlights the negative dimension of public diplomacy and discusses how this negative dimension influences the conduct of public diplomacy.

Both cases clearly exemplify that public diplomacy is no altruistic affair and that public diplomacy is facing new challenges due to this concurrence of opposing images it aims to communicate. It further illustrates that this negative dimension not only challenges the understanding of public diplomacy, but at the same time exemplifies a communicative predicament which, it is argued, cannot be solved satisfactory and requires a trade-off between deterrence and attraction. The predicament arises from the dichotomy of presenting a positive image of a country to produce endorsement and sympathy as well as to attract tourists and investment, while at the same time communicating a negative image to deter uninvited people from entering the country.

Referring to this communicative predicament, the paper suggests that those campaigns are unrewarding for two reasons: first, they apparently do not achieve their objectives and at the same time undermine other public diplomacy initiatives.

The paper highlights the normally neglected fact that public diplomacy is not only concerned with presenting a positive image of a country and winning hearts and minds, but that public diplomacy also has a negative dimension which needs more academic analysis and practitioner’s attention.

May 19, 1972 Industrial Relations — Industrial dispute — Emergency provisions — “Irregular industrial action” — Work to rule on railways — “Concerted course of conduct … by a group of workers” — Whether in “breach of their contracts of employment” — Industrial Relations Act, 1971 (c.72), ss. 33(4), 138(1) (2), 139(1) (4), 141(1) (2), 142(1), 143(1) (2). Master and Servant — Contract of service — Effect of railway work to rule disrupting services — Whether in breach of contract — Industrial Relations Act, 1971, s. 33(4).

Religion is a significant force in the lives of many people, however; its role in fashion clothing consumption is still unclear. To expand the knowledge on this issue, the present study seeks to understand the role of religiosity in affecting status consumption and fashion consciousness (FC) among Generation Y Muslim consumers, specifically focussing on Iran.

A survey was designed and administered in Iran to a sample of 300 young adults aged between 18 and 24.

The findings of research show an inverse association between status consumption and religiosity, where individual's FC is contingent upon the degree to which they are status conscious or religious. The other major finding of the present study is the importance of brand status in mediating the relationship between FC and willingness to pay (WTP) a price premium for fashion clothing brands.

The originality of the study rests on exploring the moderating role of religiosity on the relationship between status consumption and fashion conscious among Iranian Generation Y Muslim consumers. Further, contrary to the belief that fashion conscious customers are willing to pay extra to obtain fashion brands, this relationship is not direct. New fashion conscious consumers pay extra provided that the new fashion brand enhances their status. Thus, the importance of status is in acknowledging the relationship between FC and WTP a price premium.