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May 6, 1970 Docks — “De‐casualisation scheme” — Timber loaded on lorries after storage in dock area on removal from ship — Piling of timber at importer's yard “in vicinity of” Cardiff dock estates — Whether “dock work” — Whether timber still “cargo” — Dock Workers (Regulation of Employment) Act, 1946 (9 & 10 Geo. VI, c. 22), s. 6 — Docks and Harbours Act, 1966 (c. 28), ss. 51(3), 58 — Dock Workers (Regulation of Employment) (Amendment) Order, 1967 (S.I. 1967, No. 1252), Sch. 2, cl. 1 (3) proviso, App. 1.

May 25, 1971 Docks — “De‐casualisation scheme” — Timber loaded on lorries after storage in dock area on removal from ship — Piling of timber at importer's yard “in vicinity of” Cardiff dock estates — Whether “dock work” — Whether timber still “cargo” — Dock Workers (Regulation of Employment) Act, 1946 (9 & 10 Geo. VI, c. 22), s.6 — Docks and Harbours Act, 1966 (c. 28), ss. 51(3), 58 — Dock Workers (Regulation of Employment) (Amendment) Order, 1967 (S.I. 1967, No. 1252), Sch. 2, cl. 1 (3) proviso, App. 1.

As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle, the Scott family had to think carefully about business and family governance. Now entering its fifth generation, the family had over 80 shareholders across the US. In early 2016, the nine-member Scott Family Council (FC) and other family and business leaders considered the effectiveness of the Family Governance Leadership Development Initiative launched two years earlier. The initiative's aim was to ensure a pipeline of capable family leaders for the business boards, two foundation boards, and FC.

Seven family members had self-nominated for governance roles in mid-2015. As part of the development initiative, each was undergoing a leadership development process that included rigorous assessment and creation of a comprehensive development plan. As the nominees made their way through the process and other family members considered nominating themselves for future development, questions remained around several interrelated areas, including how to foster family engagement with governance roles while guarding against damaging competition among members; how to manage possible conflicts of interest around dual employee and governance roles; and how to extend the development process to governance for the foundations and FC. The FC considered how best to answer these and other questions, and whether the answers indicated the need to modify the fledgling initiative.

This case illustrates the challenges multigenerational family-owned enterprises face in developing governance leaders within the family. It serves as a good example of governance for a large group of cousins within a multienterprise portfolio. Students can learn and apply insights from this valuable illustration of family values, vision, and mission statement.

This study aims to investigate the link between corporate governance (CG) and organisational growth in Indonesian Islamic banks. Moreover, this research exposes the root causes of stagnancy in Indonesian Islamic banks from a governance perspective.

This study used quantitative data such as secondary and primary data. This study used panel data analysis and examined managers’ perspectives of CG elements to show Islamic banking growth in Indonesia. The panel data set was extracted from 24 Indonesian Islamic banks’ annual reports from 2016 to 2018.

This study found that the number of Sharia supervisory boards, board commissioners’ meetings, board quality, incentive and compensation significantly and positively affected Islamic banks’ growth in Indonesia. Meanwhile, board independence was significant but negatively impacted Indonesian Islamic banks’ growth.

This study contributes to enhancing the growth of Islamic banks in Indonesia and helps find the solution to Islamic banks’ problems. Hence, this study contributes to Islamic banks’ literature and banking policies, stakeholders, regulators and government.

Most studies have examined the growth of Islamic banking only from the financial and economic perspectives, while studies undertaken from the perspective of organisational growth and governance are still limited.

The purpose of this paper is to interview Sir John Parker, Chairman of the National Grid.

The paper takes the form of an interview.

Sir John Parker shares his thoughts and advice on a range of topics, including leadership challenges, decision making and strategic direction.

Provides valuable insights from one of the most influential directors in British business.

The purpose of this paper is to examine the forces and actors that shaped urban development in a mid‐sized Canadian city over a half century.

This case study adopts a qualitative research approach based on government documents, planning studies, the media and non‐governmental organization sources to examine the applicability of regime theory versus growth coalition theory in the Canadian context.

The paper concludes that the broader urban agenda in Saint John, with its focus on economic competitiveness, has been shaped by shifting growth coalitions supported by both the private and public sectors.

One limitation is that analysis is based mainly on documentary evidence and the public statements of elected officials and business interests. Future research would attempt to conduct oral interviews with representative informants.

One practical implication for urban researchers is the need to look beyond electoral politics and partisanship in order to understand how urban development is shaped in the medium and long term. The research findings suggest also the need for informed citizens to adopt a more critical stance to business and political leaders, and to the local media, in their own communities.

This paper is one of the few to address the politics of urban development in Saint John, New Brunswick's largest city. It also contributes to the literature on regionalism and mid‐sized cities.

July 9, 1969 Docks — “De‐casualisation scheme” — Timber loaded on lorries after storage in dock area on removal from ship — Piling of timber at importer's yard “in vicinity of” Cardiff dock estates — Whether “Dock Work” — Whether yard outside dock estates — “Cargo” — Meaning — Whether “goods still identifiable as something carried within a ship” — Dock Workers (Regulation of Employment) Act, 1946 (9 & 10 Geo.VI, c. 22), s.6 — Docks and Harbours Act, 1966 (c.28), ss. 51 (3), 58 — Dock Workers (Regulation of EmpIoyment)(Amendment) Order, 1967 (S.I. 1967, No. 1252), Sch. 2 cl. 1(3) proviso, 2, App. I, M(2).

This chapter addresses one of the most crucial areas for critical thinking: the morality of turbulent markets around the world. All of us are overwhelmed by such turbulent markets. Following Nassim Nicholas Taleb (2004, 2010), we distinguish between nonscalable industries (ordinary professions where income grows linearly, piecemeal or by marginal jumps) and scalable industries (extraordinary risk-prone professions where income grows in a nonlinear fashion, and by exponential jumps and fractures). Nonscalable industries generate tame and predictable markets of goods and services, while scalable industries regularly explode into behemoth virulent markets where rewards are disproportionately large compared to effort, and they are the major causes of turbulent financial markets that rock our world causing ever-widening inequities and inequalities. Part I describes both scalable and nonscalable markets in sufficient detail, including propensity of scalable industries to randomness, and the turbulent markets they create. Part II seeks understanding of moral responsibility of turbulent markets and discusses who should appropriate moral responsibility for turbulent markets and under what conditions. Part III synthesizes various theories of necessary and sufficient conditions for accepting or assigning moral responsibility. We also analyze the necessary and sufficient conditions for attribution of moral responsibility such as rationality, intentionality, autonomy or freedom, causality, accountability, and avoidability of various actors as moral agents or as moral persons. By grouping these conditions, we then derive some useful models for assigning moral responsibility to various entities such as individual executives, corporations, or joint bodies. We discuss the challenges and limitations of such models.