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We provide a comprehensive synthesis and extension of the real option (RO) literature on joint ventures (JVs), contributing in three main areas. First, we examine major alternative theoretical perspectives on JVs – learning, bargaining, transaction cost and agency theory – to elaborate how they complement or contradict RO predictions. Second, we compare arguments and variables used to explain different JV stages – initial RO explicitness and equity shares, JV stability, and performance consequences – and highlight research opportunities. Third, we discuss and extend research about behavioral aspects of making RO (JV) investments. Overall, we offer new predictions and suggestions for a better integration within the RO literature, and between RO and related literatures on JVs.

This chapter reviews ethical challenges confronting nonprofit administration in relation to organizational managerial practices and leadership behaviors. Through a theoretical model of nonprofit-specific toxic leadership, it reviews the dynamics of destructive leaders, susceptible followers, and conducive environments in cases of unethical and corrupt nonprofit organizational behaviors. It provides a case for prioritizing oversight responsibilities of the board of directors, board supervision, promoting ethical culture in organizational leadership, and implementing policies for addressing destructive and corrupt nonprofit leaders. It reflects on how nonprofit toxic leadership primarily erodes public trust in the nonprofit sector and concludes with practical recommendations for recentering positive behaviors congruent with the nonprofit's social and public good mission.

Technology is present in classrooms today in many ways that it never has been before. Technology, and more specifically assistive technology, can be used to provide students with visual impairments with equal access and engagement in learning. Best practices for using technology to enhance learning for students with visual impairments includes, but is not limited to, collaboration among all stakeholders involved, individualized instruction, and specialized training on behalf of students with visual impairments and their teachers. The heterogeneity of the population of learners with visual impairments must be explicitly addressed by educational teams taking into account the high prevalence of additional disabilities among students with visual impairments and other unique characteristics of this population. Stakeholders (i.e., students, families, caregivers, educators, administrators, and policymakers) need to work together and continue working together as education evolves to make this access and engagement a reality for all learners including those who are blind or have low vision.

Defined functionally, having low vision can mean the inability to read newsprint even with best correction (when wearing conventional eyeglasses or contact lenses) (Maino, 1993). Other functional definitions of low vision refer to a loss of vision that may be severe enough to hinder an individual's ability to complete daily activities such as reading, cooking, or walking outside safely, while still retaining some degree of useable vision. Low vision is decreased visual performance that prevents performance to full capacity compared with a typically sighted person of the same age and gender. It may be a consequence of reduced acuity, abnormal visual field, reduced contrast sensitivity, or other ocular dysfunction (Faye, 1984). This definition includes people who are legally blind and those who have a more significant amount of remaining vision.

This study reexamines sexual harassment in the accounting profession to update our 1997 study of the same issue. We find that improvements in addressing sexual harassment still need to be made. Both men and women still perceive themselves to be victims of sexual harassment and firms still need to improve their methods of addressing client-initiated sexual harassment of their employees. But not all of the news is bad. Several important improvements have been made since the last study. Firms have made serious attempts to implement sexual harassment policies and to communicate those policies to their employees. The occurrence of sexual harassment has decreased substantially and firm reactions to incidents of harassment appear to have improved as well.