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This article reports on the development and assessment of a customized executive education experience, designed for the managers of a large financial services organization. It was designed to incorporate many of the desirable outcomes of “action learning” such as organizational impact and sustainability, while being more parsimonious in the involvement of senior executives and, in a single‐period design, in the time intensity of participant involvement. A total of 542 managers who participated in the program, over a four year period, were surveyed concerning the effectiveness of the program. Hypotheses are developed and the results examined to determine whether participants believed that the value of their learning diminished over time, the effects of demographic characteristics, and the extent to which the sharing of the learning and support of organizational colleagues affected participants’ perception of the program’s effectiveness. Results reveal less degradation over time than anticipated, and more powerful influence by subordinates, in sustaining learning.

The case of corporations establishing a relationship with young people – because of the moral responsibility involved – allows us to illustrate the complexities of trying to decide what is morally correct to collectively ensure children's well-being. This paper aims to discuss these issues.

Applying the “stakeholder theory” to child industries – under which term this paper includes all business activities that establish a commercial relationship involving children, either as the recipient or user of the final product or beneficiary of a specific service, or as a co-decision-maker for purchases within his/her family or social circles – reveals a series of conceptual challenges...

The limited understanding of stakeholder theory within the CSR managerial perspective leads companies to overlook some important moral issues about children's well-being, and exposes them to particularly hard criticisms of their actions and marketing policies.

If children have been overlooked by the stakeholder theory, how may the interests of youth be represented in a stakeholder perspective?

To deal with some of the dilemmas entailed by considering children's representatives as legitimate spokespersons, the paper suggests drawing on the ethics of care to attempt delineating a corporate social responsibility towards young people.

This paper emphasises a number of issues relevant to young consumers, including the absence of children in stakeholder theory and how that absence speaks to the presumed extent and boundaries of corporate social responsibility.

The current and widespread view in option trading is that early exercise of call options is suboptimal unless there are large dividend payments on the underlying stock (e.g., Finucane, 1997; Hull, J. C. (2008). Options, futures and other derivatives (7th ed.). Upper Saddle River, NJ: Prentice Hall; Poteshman & Serbin (2003)). Our study substantially refines this view by demonstrating that U.S. tax rules governing capital gain holding periods can create incentives for early exercise under certain conditions. Hence, this study adds to the factors that investors likely consider when making option exercise decisions. We further note that recent research documents early exercises in the absence of large dividends, and refers to these option exercises as “clearly irrational.” Predictions of early exercise from our tax-based model are consistent with the observed patterns of early exercise, suggesting that the criteria for denoting an option exercise as “irrational” should be refined to incorporate capital gain holding periods.

We attempt to go beyond media representations as we explore the following question: Is Ben & Jerry′s Inc. a socially responsible organization? This exploration includes a description of the concept of corporate social responsibility, and an investigation of some specific actions by Ben & Jerry’s to ascertain whether or not these actions are indeed socially responsible in nature.