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Philosophers and political theorists have long warned of the “perils of dogmatism” for public discourse and identified intellectual humility as a necessary corrective. Sufficient intellectual humility encompasses at least four elements: openness to error, recognition of bias, recognition of intellectual parity in interlocutors, and avoidance of recourse to authority. Religions seem to present obstacles on all four fronts, particularly when actors embody more conservative renderings of a given religion’s repertoire. As such, a case involving different groups of religious exclusivists engaging one another on topics that directly interact their deepest faith commitments and political visions presents a useful test case for our theories of intellectual humility. This chapter considers conservative protestants engaging in public discourse with Muslims about whether or not Muslim and Christian understandings of “loving God” and “loving neighbor” have sufficient overlap to support political cooperation. The results of the dialogue effort were a mixture of controversy and cooperation. For evangelicals, the engagement produced sharp conflict and yet helped to shift the community’s plausibility structures, opening further the possibility of fruitful public discourse and strategic action in cooperation with Muslims. The analysis suggests a conceptualization of practical intellectual humility that emphasizes recognition of the other.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001049. When citing the article, please cite: G.H. Ray, J.A. Piper, (1974), “A Closer Examination of some Aspects of Behavioural Accounting Research”, Management Decision, Vol. 12 Iss 3 pp. 179 - 188.

The late Harry Weslake, the founder of Weslake Limited was born in Exeter in 1897. Whilst still in his early teens he became fascinated by combustion engine carburettors and registered several pioneering patents covering carburettors jointly with his father (he was too young to register them on his own). By the early 1920's he had founded his own company. His twin diffuser carburettor named the Wex (for Weslake‐Exeter) was being widely used at this time by the motor cycle trials and car racing fraternity at Brooklands and elsewhere. This involvement with racing continued for fifty years. The name Weslake becoming a by‐word in motor racing circles.

Management training and development is currently in vogue. There appears to be a growing belief in the benefits of investment in training and development. When a market is buoyant is the time to consider and anticipate the consequences of a future downturn in demand. Such a downturn in demand may demonstrate increasing pressure to “justify” investment in training and development. There is a long established academic body of knowledge on the subject of evaluating training and development. From research evidence and the authors′ experience, the sponsors and the providers of training and development pay scant attention to systematic evaluation of these activities and investments. It is the authors′ contention that when the market′s critical assessment of the value of training and development increases there will be an increasing interest in evaluation. An overview of the history of evaluation traditions is provided and the state of play is commented upon. It is noted that there is a shortfall between theory and practice. It is argued that evaluation is a worthwhile and important activity and ways through the evaluation literature maze and the underpinnings of the activity are demonstrated, especially to management. Similarly the literature on evaluation techniques is reviewed. Tables are provided which demonstrate areas of major activity and identify relatively uncharted waters. This monograph provides a resource whereby practitioners can choose techniques which are appropriate to the activity on which they are engaged. It highlights the process which should be undertaken to make that choice in order that needs of the major stakeholders in the exercise are fully met.

This chapter proposes a global agenda to eliminate racism in nursing by targeting reform at nursing education administration internationally. First, the history of racism in nursing is reviewed, along with two models – the diversity model and the cultural competence model – that were applied unsuccessfully to counteract racism in nursing. Second, a description of how racism is entrenched in nursing leadership globally is presented. Third, the recalcitrant structures that serve to maintain institutionalized racism (IR) in the international nursing education system are carefully examined. Specifically, the components and constructs involved in IR in nursing education are delineated, and the way in which these negatively impact both ethnic minority (EM) students and faculty are explained. Based on this, a global agenda to eliminate racism in nursing education internationally is proposed. Eliminating racism in higher education in nursing is a mandatory social responsibility if global healthcare is ever to be equitable. Five actionable recommendations are made to eliminate racism in higher education are summarized as follows: (1) components of nursing programs which are designed to eliminate racism in nursing education should be governed at the country level, (2) to design and implement a system of surveillance of the global nursing community to enable standardized measurement to ensure nursing education programs in all countries are meeting anti-racism benchmark targets, (3) nursing education programs should be established worldwide to provide individual pipeline and mentorship programs to ensure the career success of EM nursing students and faculty, (4) nursing education programs should be conducted to reduce barriers to EM participation in these individual support programs, and (5) nursing education programs are required to teach their nursing faculty skills in developing anti-racist curricula that seeks to eliminate implicit bias.

Based on research in Midland Bank plc, the importance of the “subjective”, “informal” and “political” aspects of the promotion process are highlighted. It is argued, and many graduates perceive, that the ability to get promoted is a quite separate ability from that required to do the job. The “soft” side of promotion, i.e. understanding “culture”, “labelling”, “cognisance”, “routes”, “sponsors” and so on, is the key to the management of the promotion process.

This paper considers the financial control systems (FCS) used by four multiple outlet retailers. The FCS of the four organisations are compared and considered in the light of task complexity, environmental pressure and management aspirations for profit growth. The data were collected by means of case studies and although the sample is small the case studies illustrate differences from which a relatively simple framework for FCS analysis is developed.

The paper explains the principles and approach taken to introduce the general management philosophy into a community unit; and the way in which it has been implemented is also addressed. The paper also demonstrates how a management educator and practising manager have worked together in an action research mode not only to plan the ‘what’ but also the ‘how’.

This article consists mainly of a description, analysis and criticism of four research studies in the area of behavioural accounting. We have selected these particular studies because of the frequency with which they are referred to in articles on behavioural accounting in a wide number of journals, which have as their basic audience both practising and academic accountants. To generalise, the majority of these articles are concerned with how the behavioural variable in relation to accounting information should be managed, and vice‐versa, i.e. they are predominantly prescriptive. The prescription is sometimes presented as a set of guidelines for management action, based on references to research studie.

Organisations are responding in different ways and at different rates to the wide range of “Information Technology”‐based opportunities and pressures. A project funded by the Institute of Cost and Management Accountants and the Department of Management Studies at Loughborough University aims to focus specifically on the effects of IT‐related organisational changes on the management accounting function. The conceptual framework is based on the idea that the ideas and techniques which make up management accounting are evolving partly due to the changes taking place in information technology. The research method will include an assessment of IT development and a case study programme. Provision of future monitoring is also made. Project output will affect the training of accountants and possibly the attitudes and behaviour of those already practising who will face IT developments in the future.