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As Jennifer, Lucy, Jerri-Lynn, Lulu, Brenda Mary, and Khea storied and restoried their lives in the ways earlier noted, we were in the midst of, as earlier noted, gradually growing in our wakefulness of attending to new possible intergenerational narrative reverberations made visible in their storied lives, in their stories to live by. As they storied their lives Jennifer, Lucy, Jerri-Lynn, Lulu, Brenda Mary, and Khea not only taught us of ways in which the intergenerational narrative reverberation of colonizing Aboriginal people continues to reverberate in their lives, in their stories to live by, but they also showed us the new possible intergenerational narrative reverberations they are composing. These new possible intergenerational narrative reverberations are poised to counter and to restory the colonization and oppression of Aboriginal people. In this way, by tracing the counter stories to live by they are composing so as to shape new possible intergenerational narrative reverberations we see that their counterstories to live by carry much potential for shaping a future in which the spirits of Aboriginal teachers, children, youth, families, and communities in Canada are strong.

The purpose of this paper is to identify the model that explains the new venture emergence in China by examining the effects of experience and innovativeness of entrepreneurial opportunities on the new venture emergence, as well as the moderating effect of munificence.

Based on the dynamic data from the Chinese Panel Study of Entrepreneurial Dynamics (CPSED) where nascent entrepreneurs were randomly sampled and were followed for three years, this paper uses the COX proportional hazard model to answer the research questions.

Those who have successful entrepreneurial experience are able to more rapidly create new ventures, whereas the relevant industry experience and innovativeness of entrepreneurial opportunities have a negative effect on the new venture emergence. Moreover, munificence negatively moderates the effects of entrepreneurial experience and innovativeness of entrepreneurial opportunities on the new venture emergence.

This paper only measures whether entrepreneurs have relevant industry experience, and does not reflect on the different degrees of it. In addition, small time interval of dynamic follow-up survey may bias the results.

This paper revealed that not all kinds of experience promote the venture emergence, and a more innovative entrepreneurial opportunity is not always better. Entrepreneurs should accumulate experience and evaluate innovativeness of entrepreneurial opportunities rationally.

New venture emergence relies on the mutual influence of entrepreneurs, entrepreneurial opportunities and entrepreneurial environment. However, most studies explored the new venture emergence from a single perspective which led to a plethora of conflicting conclusions. This paper attempts to examine the effects of experience and innovativeness of entrepreneurial opportunities on the venture emergence, as well as the moderate effect of munificence.

This chapter focuses on the presence and accomplishments of Black women across the leadership spectrum within the context of historically Black colleges and universities.

This paper examines a key event in the life of Chester Barnard, a “riot of the unemployed” in Trenton, New Jersey in 1935 when Barnard was director of the state Emergency Relief Administration. In a later influential lecture at Harvard, Barnard used the incident to support the ideas of the Harvard human relations group that recognition and dignity were more powerful motivators than money and fear. Contemporary newspaper accounts show that the rioters were motivated more strongly by monetary concerns than Barnard admitted. Barnard was misled by the ideology of the Harvard human relations group to underestimate the importance of power and money, an underestimation that may still be important today, given his continuing influence. That a man of Barnard’s integrity was misled by his ideology is grounds for us in our time to maintain some humility as to the extent of our managerial knowledge.

Hotels and restaurants have always faced a managerial dilemma. Each must present, through members of staff, a warm and friendly welcome to guests; each is, however, also a business which must be operated efficiently if it is to survive. Because, historically, it has primarily been a range of social and vocational skills that have been required to run such a business, neither employees nor customers readily see the need for a range of applications of computer technology to be used in this hospitality industry.

This paper uses survival analysis to investigate fiscal distress in special district governments. We hypothesize that fiscal distress is positively correlated with revenue concentration and debt usage, and negatively correlated with organizational slack and entity resources. Our model addresses differences in district functions, financing and legislation. Our regression model predicts the likelihood of fiscal distress and correctly classifies 93.4 percent of the districts as fiscally distressed or not. The results show that the most important indicator of fiscal distress is a low level of capital expenditures relative to total revenues and bond proceeds. The information needed to predict fiscal distress is publicly available, making our model useful in the prevention, detection, and mitigation of fiscal distress in U.S. districts.

The paper aims to explore the life and contributions of one of the most influential management scholars (Herbert A. Simon), who is known as the founder and contributor to many scientific fields. Simon's interdisciplinary approach in conducting his research in management has made him a significant figure in many disciplines.

The paper is of a qualitative nature, and information is collected from the books and articles that are written by Simon as well as those who have been familiar with his work. This paper concentrates on Simon's contribution to the decision‐making theory and, more specifically, his insights into the process of decision making in real world situations. It explores the tenets of the classical and neoclassical approach to decision making and argues that because of Simon's work, attention was diverted from concentration on studying the organizational structure to the behavior of the decision makers during the process of making decisions. This new orientation brought more attention to the behavioral approach in studying decision making in organizations. Special attention is given to Simon's “bounded rationality” model and its relation to the process of decision making. This paper also deals with Simon's view on the role of intuition in decision making and explores the practicality of using his model in the real world.

Simon opened up a new world of scientific inquiry that its main focus is on the development of the most effective and realistic model for the decision makers to predict future outcomes.

The paper only concentrates on the core contribution of Herbert Simon's work on the decision‐making process. It does not indulge itself in Simon's related work in other disciplines such as computer science and artificial intelligence. In addition, this paper does not deal with the new developments in the theories of decision making. Future research could concentrate on the new discoveries concerning the ability of humans to construct thinking machines in order to improve productivity in organizations.

The paper examines the productive life of Herbert Simon and develops a realistic portrait of his core contributions to humanity (decision making). It involves the reader with the intricacies of the decision making process as it is examined and studied by Simon.

JoAnn Wypijewski, reflecting on the experience of workers laid off from General Electric’s (GE) Bloomington, Indiana refrigerator plant, as GE announced profits of $12.7 billion, and the relocation of half the production to Celaya, Mexico, asks: What will it take to match fire with fire at GE, not just in Bloomington but everywhere? Twenty years ago, Jack Welch openly articulated a strategy for taking the company to where it is today. The GE unions never developed a parallel strategy, and 100,000 lost jobs later, most of them still haven’t shed their faith in what the AFL-CIO likes to call “high-road capitalism.” During the 2000 national contract talks, Robert Thayer, the Machinists’ representative to the CBC, was trying to convince the company to agree not to interfere in future unionization drives, arguing that a “contract is a partnership, not a hindrance.” To which the company coolly asserted, “GE has never been neutral and doesn’t intend to be neutral” (Wypijewski, 2001, p. 22).GE has become an icon of global capital mobility and union avoidance. However, GE’s current capacities can be traced back to a long term, explicit strategy of corporate reorganization initiated in the 1940s. At that time GE was a vertically integrated manufacturing conglomerate, based in a series of huge, northern U.S. plants, organized at extremely high density by the left and militant UE. In the sixty years since, GE has transformed itself into a networked and globalized conglomerate, whose manufacturing capacity has been relocated endlessly, first into smaller U.S. greenfield sites and then increasingly overseas, decimating U.S. union density, and replacing UE with a patchwork of AFL-CIO affiliates that have embraced a far more conservative and limited vision of unionism. U.S. labor has been unable to halt this transformation.

Special software in a CAD system can help a designer evaluate an assembly and redesign it for automation.

The purpose of this paper is to analyze the best way to implement sustainable practices in the Logistics Social Responsibility field. Using the best practices (BPs) approach, the authors have answered the question about how logistics function can take on board the principles of sustainability.

A systematic literature review has been applied, with an analysis of 194 papers from relevant logistics/supply chain management (SCM)-related journals over a 20-year time frame.

The authors have identified a first set of traditional BPs that are still relevant in the sustainability context, a second set of innovative sustainable BPs and a third set that can be considered sustainable BPs evolved from the traditional cost-efficiency approach, serving as a link between the other ones. This proposed taxonomy of BPs charts a progressive path toward integration of sustainable principles in SC-logistics operations.

The methodological approaches applied entail inherent limitations. However, the authors have set out to ensure rigor by following a structured process approach.

The work contributes by filling two recurring gaps identified in the literature: the need to integrate social and environmental issues and develop more practical tools for implementing sustainable SCM. The progressive way of implementing sustainable BPs has advantages for logistics managers, especially when companies have limited resources for transforming their logistics process into a sustainable process. Additionally, future academic research topics are proposed.