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Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.

Whilst demands for benefit cost analysis (BCA) to be applied to a wide variety of policy decisions are growing, there remains a degree of dissatisfaction amongst policy makers, non‐economist specialists and some economists with its use. Part of that dissatisfaction arises because of a degree of confusion relating to what is meant by the term value as it is used in BCA. Furthermore, proponents of other techniques that have been suggested as substitutes for BCA are keen to cast doubts on the ability of BCA to perform its role in consolidating the disparate information relating to the outcomes of alternative policies. An attempt is made to clarify the notion of value as it is used in a variety of guises. These alternative notions are assessed in terms of their abilities to assist in policy formulation. Second, some of the alternative techniques are critiqued, with particular attention being paid to the use of the value concept. Concludes that clarity in the specification of the goals to which a specific concept of value is to be applied is vital. Different concepts relate to different goals and the application of the wrong concept to a goal could be costly. In a final section, the confusion that has arisen within the discipline regarding the concept of value that underpins some non‐market valuation techniques is explored.

This paper aims to explore the potential contributions of the for-profit sector in integrating resources with social marketing organisations for value co-creation at the meso level (midstream) of the social marketing eco-system. The paper addresses calls for further theorisation and understanding of value co-creation beyond the micro level (downstream).

The paper draws from social marketing, value co-creation and eco-systems literature to present a conceptual model for meso-level value co-creation between social marketing and for-profit organisations.

The paper proposes four dimensions of resources which can be integrated: cognitive, labour, economic and network. Additionally, it is proposed that from these integrated resources, three co-creation outcomes can be achieved – co-learning, co-design and co-production – which lead to improved value propositions.

This paper offers a framework for strategic planning and evaluation regarding partnerships and collaborations with for-profit organisations, which potentially lead to greater value propositions being offered.

This paper furthers the theoretical discussions and understanding of value co-creation in social marketing at the meso level. The paper identifies a new actor – for-profits – as a potential collaborator for value co-creation with social marketing organisations and contributes new understanding about value co-creation at the meso level between social marketing and for-profit organisations. Further, the paper describes and reviews the potential contributions of for-profits to social marketing efforts.

In this chapter, we consider collaborative models of engaged research in comparison to models of team science that include persons with lived experience of the topic area as team members. ‘Co-led’, ‘co-design’ and ‘co-research’ are all terms used in the literature with distinct, but not precise, definitions and approaches. These collaborative models tend to describe methods that allow those with lived experience to be treated differently than other academic members of the research team. Power imbalances between those with lived experiences and researchers persist in such models, in spite of researcher efforts. For example, persons with lived experience are often described as being compensated with gift cards which may be welcomed but can be perceived as diminishing their role and contribution. In contrast, participatory team science involves persons with lived experience as full members of the research team. In the model that we propose, power is balanced through mutual planning and consensus-based decision-making. We contend that using participatory team science advances research through egalitarian consideration of team members' perspectives of the research problem and the designs necessary to knowledge development.

This paper aims to develop and present a new planning framework of social marketing, known as consumer research, segmentation, design of the social programme, implementation, evaluation and sustainability (CSD-IES).

The proposed framework is based on recent theoretical developments in social marketing and is informed by the key strengths of existing social marketing planning approaches.

The CSD-IES planning framework incorporates emerging principles of social marketing. For example, sustainability in changed behaviour, ethical considerations in designing social marketing programmes, the need for continuous research to understand the changing needs of the priority audience during the programme and the need for explicit feedback mechanisms.

The CSD-IES framework is a dynamic and flexible framework that guides social marketers, other practitioners and researchers to develop, implement and evaluate effective and sustainable social marketing programmes to influence or change specific behaviours based on available resources.

This paper makes an important contribution to social marketing theory and practice by integrating elements of behaviour maintenance, consideration of ethical perspectives and continuous feedback mechanisms in developing the CSD-IES framework, bringing it in line with the global consensus definition of social marketing.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

To speak of collective bargaining as a collaborative process seems a contradiction. Since 1935 when collective bargaining was institutional‐ized in the Wagner Act, the process has assumed that the disputing par‐ties are enemies, competing for scarce resources with different objec‐tives. This article explains the implementation of a new theory of col‐lective bargaining which encourages truthfulness, candor, and the acknowledgement of shared goals and avoids the negative and self‐defeating power plays of the adversarial collective bargaining process. As a result of this process, grievances in the observed company declined from 40 per year under previous contracts, to 2 in 18 months under the current contract; anger and hostility have been nearly eliminated; and there is a real spirit of cooperation present in the plant.

The purpose of this study is to provide researchers with a better understanding of the cultural impact on information processing in virtual learning environment.

This study uses a causal loop diagram to depict the cultural impact on information processing in the virtual human resource development (VHRD) learning platform. This study takes a theoretical approach and examines current literature pertaining to VHRDs, virtual worlds (VWs), system dynamics, causal loop diagrams (CLDs) and cross-cultural studies.

This study provides a conceptual model to describe and discuss the cultural impact on information processing in VHRD.

Literature has begun to reflect the concerns with cultural impact in VHRD; however, research is still in the beginning stages. This study proposes a conceptual model of information processing that includes the cultural impact. Future work based on this study will continue to test and improve the conceptual model.

The conceptual model accounts for the complexities of the interaction between internal and external information processing systems. Instructional designers or educators can apply this conceptual model to understand the impact of culture on information process during training programs in the VHRD environment. With this model, they could provide an effective or efficient training programs for their trainees.

The conceptual model adopts a systemic viewpoint to describe the cultural impact on VHRD. For future studies, researchers could adopt this conceptual model to further illustrate the association between understanding information processing and recognizing the cultural impact on information processing.

This study provided a framework for HRD researchers and practitioners to detect challenges and opportunities to work with cultural impact on information processing in VHRD. Instructional designers or educators could utilize this model to understand the process, and further offer an effective or efficient training programs for their trainees.

This paper aims to set out a new hierarchical and differentiated model of social marketing principles, concepts and techniques that builds on, but supersedes, the existing lists of non-equivalent and undifferentiated benchmark criteria.

This is a conceptual paper that proposes a hierarchical model of social marketing principles, concepts and techniques.

This new delineation of the social marketing principle, its four core concepts and five techniques, represents a new way to conceptualize and recognize the different elements that constitute social marketing. This new model will help add to and further the development of the theoretical basis of social marketing, building on the definitional work led by the International Social Marketing Association (iSMA), Australian Association of Social Marketing (AASM) and European Social Marketing Association (ESMA).

This proposed model offers a foundation for future research to expand upon. Further research is recommended to empirically test the proposed model.

This paper seeks to advance the theoretical base of social marketing by making a reasoned case for the need to differentiate between principles, concepts and techniques when seeking to describe social marketing.

The purpose of this paper is to explore who small and medium-sized enterprise (SME) owner–managers consider as key stakeholders for their business for helping increase productivity and the nature of the stakeholders' impact.

The study uses the Lego Serious Play methodology and narrative analysis in a focus group setting.

The analysis revealed a narrow depth of field of productivity stakeholders and identified critical narratives, involving close stakeholders which could constrain productivity. Lack of information on current and/or future productivity states, and a social brake due to the potential impact on employees are two at the forefront of owner–manager perspectives. The study also identified the importance of internal and external champions to improve productivity and re-enforced the significance of skills gaps, the role of Further Education providers and other infrastructure assets.

The purposiveness sample of the single focus group setting results in a lack of generalizability, but provides potential for replication and transposability based on the generic type of stakeholders discussed. The work highlights the potential to further enhance the constituent attributes of stakeholder salience.

There is a potential for different network agents to increase their collaboration to create a more coherent narrative for individual productivity investment opportunities and for policy makers to consider how to leverage this.

The findings suggest that the implications of deskilling and job loss are major factors to be considered in the policy discourse. SMEs are less likely to pursue productivity improvements in a low growth setting because of their local social implications.

The study is innovative in using Lego to elucidate narratives in relation to both stakeholder identification and their contributions to productivity improvement impact in a UK SME context. The study introduces an innovative stakeholder orbital map and further develops the stakeholder salience concept; both useful for the future conceptual and empirical work.