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This is a short reflection on the author’s relationship with Jim over a period of 40 years. They corresponded before the first meeting that continued naturally to working together. Jim was a wonderful co-author. He was also a model educator, a writer, a humorist and above all a great friend. In the latter part of his life, Jim thought a lot about the meaning of life and developed an understanding that ambiguity is an inherent aspect of experience. Among the many things that the author learned from Jim is this understanding, and the author embraces it as Jim’s greatest legacy.

Surveys have demonstrated that men and women are the victims and perpetrators of workplace bullying. Consequently, most researchers have failed to explore the gender dynamics of this phenomenon. Draws upon qualitative interviews, which highlight the ways in which workplace bullying has developed in the context of new organisational arrangements and management techniques in the UK Civil Service, to show how the workplace bullying of women and men is informed by judgements of “appropriate” gender conduct and pressure to conform with such norms. As such, seeks to claim workplace bullying as a subject worthy of sustained feminist research.

In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced questions about the family's vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015. The family was into its sixth generation, with nearly sixty family shareholders spread across four branches. On the business side, the first non-family CEO was overseeing development of a growth strategy, including ongoing ventures into competitive new markets such as Hispanic foods. Its fourth-generation leaders including Drew Everett (vice president of human resources and shareholder relations, and likely board chair successor), Sarah (chair of the family senate), and Tony (chair of the family's private trust company) faced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests. These questions represented underlying strategic dilemmas, such as whether to have a select group of leaders craft the vision or to solicit input from a wider range of shareholders, and how much to allow the business vision to drive the ‘people’ vision all framed by recent unsuccessful attempts to develop a shared vision. Resolving these dilemmas successfully would help the family frame and advance its established traditions of leadership, governance, and culture within a truly shared vision that boosted unity and long-term commitment. Students working on the case will gain insights into the framework, process, and challenges associated with developing a shared vision for a complex, multigeneration family enterprise.

This paper seeks first to build up a game‐theoretic model of the interactions of two agents ‐ a husband and a wife ‐ in a short story about sincere selection of a strategy of self‐sacrifice, and then to find out a solution of the model. This formal model as well as informal analysis is employed to argue that the conventional virtue of everybody's choice of a strategy of sacrifice for others in a group, especially when these strategies are uncoordinated, may ultimately lead to social vice, i.e. irrational behaviour and attempts at rationalization of it by all.

In this article Professor Perry argues that Plessy v. Ferguson and the de jure segregation it heralded has overdetermined the discourse on Jim Crow. She demonstrates through a historical analysis of activist movements, popular literature, and case law that private law, specifically property and contract, were significant aspects of Jim Crow law and culture. The failure to understand the significance of private law has limited the breadth of juridical analyses of how to respond to racial divisions and injustices. Perry therefore contends that a paradigmatic shift is necessary in scholarly analyses of the Jim Crow era, to include private law, and moreover that this shift will enrich our understandings of both historic and current inequalities.

After war, societies can undergo change that extends justice to formerly excluded groups. Using theories of moral exclusion and moral inclusion as a lens, this chapter examines societal change in two consecutive periods after the American Civil War (1861–1865): Reconstruction and Jim Crow. Focusing on the well being of black Americans in the American South, this chapter examines Reconstruction's inclusionary gains and setbacks. It then describes challenges faced by black Americans during Jim Crow, a period of white supremacy and violence, and factors associated with Jim Crow's decline. Applying social psychological theory to these historical periods offers insight into the dynamics of inclusionary and exclusionary change.

Chance models – mechanisms that explain empirical regularities through unsystematic variance – have a long tradition in the sciences but have been historically marginalized in management scholarship, relative to an agentic worldview about the role of managers and organizations. An exception is the work of James G. March and his coauthors, who proposed a variety of chance models that explain important management phenomena, including the careers of top executives, managerial risk taking, and organizational anarchy, learning, and adaptation. This paper serves as a tribute to the beauty of these “little ideas” and demonstrates how they can be recombined to generate novel implications. In particular, we focus on the example of an inverted V-shaped performance association centering around the year when executives were featured in a prominent listing, Barron’s annual list of Top 30 chief executive officers. Our recombination of several chance models developed by March and his coauthors provides a novel explanation for why many of the executives’ exceptional performances did not persist. In contrast to the common accounts of complacency, hubris, and statistical regression, the results show that declines from high performance may result from the way luck interacts with these executives’ slow adaptation, incompetence, and self-reinforced risk taking. We conclude by elaborating on the normative implications of chance models, which address many current management and societal challenges. We further encourage the continued development of chance models to help explain performance differences, shifting from accounts that favor heroic stories of corporate leaders toward accounts that favor their changing fortunes.

In Theory of Moral Sentiments, Adam Smith reasons about how a change in one thing, A, is attended by a change in another thing, B. In expounding on such bivariate relationships, Smith sometimes seems to go out of his way to posit a state of the world in which the relationship would break down. That feature suggests an irony about knowing how a change in B attends a change in A. We might think we understand the bivariate relationship, but it holds only for certain states of the world. The relationship is circumstanced. The more one studies the Moral Sentiments, the more one realizes that circumstantiality suffuses its teachings. My discussion arrives at a place of doubt about the most important bivariate relationship – that between approval from our conscience and doing good. Smith seems to suggest, particularly at the end of his life, that a person can best know the relationship between his conscience’s approval and his doing good under circumstances of his having frank and open friendships. The implication for politics is that we want that kind of government that best conduces to frank and open friendships.

Futurist Jim Dator provides a personal insight of how he “sees” the past, present, and futures of Hawaiian tourism. The paper aims to discuss this issue.

Ian Yeoman interviews one of the world's most prominent and respected futurists, Professor Jim Dator, from the Futures Research Center of the University of Hawaii at Manoa's Political Science Department.

Like a climatologist, futurists discuss long‐term futures which are very uncertain, controversial, and often frightening stories. The past tells how the present occurred. Understanding that story is essential before considering the future. The growth of tourism is a fabulous story dependent on many developments whose future is uncertain. The tourism industry may want a “more of the same” trajectory of continued economic growth but a number changes are on the horizon which Dator calls “The Unholy Trinity,” namely the end of cheap and abundant energy; a profoundly unstable environment and a dysfunctional global economic system. Dator concludes that no government now governs satisfactorily, and so the future of tourism is extremely precarious and uncertain.

The interview provides both insight into how tourism has evolved and foresight of what could occur in the futures. Central to the interview is Dator's identification of the Unholy Trinity, Plus One, that suggests that the future will not neither be like the present nor like the future the tourism industry has hoped for in terms of continued economic growth. The originality and value of Dator's frank views are thought provoking, going beyond present wisdom and comfort.

This paper aims to explore how varsity football athletes and coaches negotiate meanings when faced with the unmet expectations of a new head coach brought into lead a turnaround process. It also aims to pay particular attention to the role of history in this meaning making process.

This paper draws on semi‐structured interviews with players and coaches at two points in time. To preserve the richness of their experiences and illuminate the historical aspects of change, it focuses on the stories of three players and one supporting coach.

Numerous symbols of change emerge that have multiple and contradictory meanings. The meanings around success and failure are renegotiated over time as individuals struggle with the unmet expectations of change. Moreover, individuals are unable to shed the failures of the past and move forward.

Change is a complex and messy process of managing multiple meanings. Understanding change entails more than a snapshot picture of an organization. New leaders have no control over the past, yet they need to be aware of how individuals experienced the past in order to increase the likelihood of success in the present.

Success and failure are experienced as an ongoing process as athletes and coaches experience, reflect on and interact with others. In illuminating the role of history in how change is experienced in the present, the paper demonstrates that the past can serve as both an immobilizing force, as well as a comparative point enabling individuals to rationalize their emotions.