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The purpose of this paper is to present the latest food safety initiatives for hospitality businesses in the Emirate of Sharjah, UAE. It is the fifth paper in a themed issue of Worldwide Hospitality and Tourism Themes presenting international food safety management challenges and solutions.

The Sharjah Food Safety Program is presented, with a detailed description of the phased, multi‐layered management approach, with progress to date.

Initial results indicate recognizable improvements in food safety awareness and performance in the businesses.

The paper will be of value to practitioners, researchers, policy makers, and other stakeholders involved in the food industry.

This paper presents an innovative strategy of integrating training, HACCP implementation and verification. It offers governments and other stakeholders a practical “template” that can accelerate HACCP implementation.

We investigate the link between firm volatility and risk-taking (RT) among 4232 institutions across 11 countries during the period of 2000–2017 and find RT is negatively correlated with volatility measures. Second, a decomposition of the primary risk measure, the Z score and Merton distance-to-default, reveals that high RT contributed to lower stock return volatility mainly through better corporate governance, firm size, higher information efficiency, and strong BOD. Third, Australia firms engage in more RT compared to other countries. Finally, majority of the selected countries show the negative impact of RT in firm volatility in the pre-crises period (2002–2006) and during the crises period (2007–2009) but not in the post-crises period (2010–2014).

The purpose of this paper is to generate information about the contours of police responsiveness, focussing on how quickly and precisely police make firearm arrests after a shooting incident.

Using a modified version of the Knox close pair method, a spatio-temporal clustering technique, over 11,000 shooting incidents and firearm arrests between 2004 and 2007 in Philadelphia, PA were analyzed.

Police are responding quickly and in a geographically targeted fashion to shootings. Across Philadelphia elevated patterns of firearm arrests were approximately two and a half times greater than would be expected if shootings and firearm arrests lacked a spatio-temporal association. Greater than expected patterns of firearm arrests persisted for roughly one-fourth of a mile and for about one week from the shooting incident but the strength of these associations waned over space and time. The pattern of police response varied slightly across different police divisions.

The current method uncovered spatio-temporal patterning and determined when these patterns were significantly different from what would be expected if the events were completely independent. Specific events and processes surrounding each event are not known.

Findings can help inform the knowledge about police behavior in terms of how police produce arrests.

The patterns observed here provide more micro-level detail than has been revealed in previous studies regarding police responsiveness to firearm violence while also introducing a more integrated spatially and temporally specific framework.

The purpose of this paper is to discuss that in an uncontrolled business environment public companies' resources may be abused to fund other group companies by their management.

The paper has been designed on fraud theory. The theory has been developed on interviews with key management personnel, financial analysis, audit tests and gathering the facts on each step.

The paper concludes that in an uncontrolled financial market, owners, executives and statutory company auditors acting in harmony may break the financial rules, statutory obligations and convert a healthy public company into bankruptcy by means of milking its resources to other group companies on unfeasible projects or on individual pleasures.

Auditors both internal and external should pay attention to intragroup transactions. Companies, partially or wholly owned by the public might be under the influence of owner/executives. Here, it is not only the government interests as tax or social insurance, but also the shareholders' interests are at stake.

Resources are scarce, especially in developing countries. The public's savings must be sourced to feasible projects in trustworthy hands, otherwise public's trust is shaken which will deter potential shareholders to invest in capital markets, and consequently these negative repercussions will affect the whole community.

The case that the paper covers reflects the author's own audit experiences as an ex‐auditor. The names of the companies have been changed but not the essence of events. It is believed that the paper will shed light onto the path of the reader who might be an external or an internal or a statutory auditor or a manager of a company who might be involved in similar situations.

Studies five successful chief ’ntrepreneur officers (CNOs) together with one failure. Looks at why the CNO is indispensable. Presents 36 characteristics of CNOs across six groups: eagerly embracing risk, passionately innovating, creating/harnessing disequilibria, empowering the middle management, empowering top management with complementing industry product and participants and with complementing capital products and providers. Uses numerous case studies to demonstrate theory and provide a number of questions and answers.

This chapter revisits the Hausman (1978) test for panel data. It emphasizes that it is a general specification test and that rejection of the null signals misspecification and is not an endorsement of the fixed effects estimator as is done in practice. Non-rejection of the null provides support for the random effects estimator which is efficient under the null. The chapter offers practical tips on what to do in case the null is rejected including checking for endogeneity of the regressors, misspecified dynamics, and applying a nonparametric Hausman test, see Amini, Delgado, Henderson, and Parmeter (2012, chapter 16). Alternatively, for the fixed effects die hard, the chapter suggests testing the fixed effects restrictions before adopting this estimator. The chapter also recommends a pretest estimator that is based on an additional Hausman test based on the difference between the Hausman and Taylor estimator and the fixed effects estimator.

Organizational crises can wreak havoc in an institution. When such crises ensue, leaders are tasked with decisions that often need to be made quickly and effectively. When not responded to adequately, consequences can include leader regrets of improper response, high costs to the organization, loss of leadership position, or even arrests or jail time for a leader. This chapter describes all these repercussions as it summarizes the Jerry Sandusky case and highlights the crisis that took place on the campus at Penn State University. In illustrating the University leaders’ response to the crisis, leadership lessons learned from the case were gleaned. They include increased transparency, greater reflectivity, ethical decision-making, and periodic assessment of organizational culture.

Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void.

Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings.

The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership.

As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology.

Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations.

The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings.