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Use a nine‐phase process in every consulting relationship.

This study examines emotionologies (Stearns & Stearns, 1985), that is, attitudes that members of an inter-organizational information systems (IOIS) project hold toward emotions and their appropriate expression and regulation in this project. In order to understand attitudes toward emotions and emotion regulation, we suggest the adoption of the concept of emotion structure, consisting of emotion rules and resources (Callahan, 2004).

To investigate the kinds of emotionologies present in this IOIS development project, we have chosen a qualitative case study approach. Our data consists of 41 qualitative interviews, collected in two phases.

We trace how emotion rules and corresponding emotion regulation strategies change among the sub-groups working in the project throughout their first year of collaborating. We show that organizational actors are skilled emotion managers, whose behavior is guided not only by many collective emotion rules (professional, organizational, social) but also by personal emotion rules. Our findings also suggest the need to critically reflect on certain emotion rules, such as those pertaining to the expression of fear and anger, and their potential positive and negative implications on project work.

We argue that group emotionologies with their professional, organizational, and social emotion rules interact with personal emotion rules, resulting in interesting emotion regulation strategies that often try to minimize emotional dissonance, sometimes at the expense of risking open conflict among project members. With this in mind, one theoretical and practical suggestion is to further explore the potential constructive implications of experiencing and expressing fear in projects.

The United States’ population is rapidly aging. As older people require more expensive medical and nursing attention, health-care/nursing costs keep rising, to the extent that they are not sustainable. As a result, the USA is faced with an ethical dilemma. While egalitarian ethical principles and the provisions of the American Nurses Association (ANA) code of ethics require the provision of medical/nursing care to everyone regardless of age, severity of disease and productivity, utilitarians view that as impossible. Assuming that provisions ANA’s codes of ethics are the same as ethical principles, this paper aims to discuss the debate between those two sides in detail.

The paper, viewing the rise of health-care/nursing costs as the cause of the above ethical dilemma, discusses Daniel Callahan’s utilitarian argument that, given the ever-rising health/nursing costs as a percentage of GDP, the USA will be forced to ration health care/nursing on the basis of age. The ethical arguments opposing Callahan’s arguments will also be presented.

While the debate between those two viewpoints is bond to continue, some writers have tried to find a compromise, a solution by assuming that, through efficiency, health/nursing costs can be lowered, making Callahan’s age-based rationing unnecessary.

This paper is original as it, by including nursing costs as an inseparable component of health-care costs, makes the aforementioned debate applicable to nursing care.

A collection of essays by a social economist seeking to balance economics as a science of means with the values deemed necessary to man′s finding the good life and society enduring as a civilized instrumentality. Looks for authority to great men of the past and to today′s moral philosopher: man is an ethical animal. The 13 essays are: 1. Evolutionary Economics: The End of It All? which challenges the view that Darwinism destroyed belief in a universe of purpose and design; 2. Schmoller′s Political Economy: Its Psychic, Moral and Legal Foundations, which centres on the belief that time‐honoured ethical values prevail in an economy formed by ties of common sentiment, ideas, customs and laws; 3. Adam Smith by Gustav von Schmoller – Schmoller rejects Smith′s natural law and sees him as simply spreading the message of Calvinism; 4. Pierre‐Joseph Proudhon, Socialist – Karl Marx, Communist: A Comparison; 5. Marxism and the Instauration of Man, which raises the question for Marx: is the flowering of the new man in Communist society the ultimate end to the dialectical movement of history?; 6. Ethical Progress and Economic Growth in Western Civilization; 7. Ethical Principles in American Society: An Appraisal; 8. The Ugent Need for a Consensus on Moral Values, which focuses on the real dangers inherent in there being no consensus on moral values; 9. Human Resources and the Good Society – man is not to be treated as an economic resource; man′s moral and material wellbeing is the goal; 10. The Social Economist on the Modern Dilemma: Ethical Dwarfs and Nuclear Giants, which argues that it is imperative to distinguish good from evil and to act accordingly: existentialism, situation ethics and evolutionary ethics savour of nihilism; 11. Ethical Principles: The Economist′s Quandary, which is the difficulty of balancing the claims of disinterested science and of the urge to better the human condition; 12. The Role of Government in the Advancement of Cultural Values, which discusses censorship and the funding of art against the background of the US Helms Amendment; 13. Man at the Crossroads draws earlier themes together; the author makes the case for rejecting determinism and the “operant conditioning” of the Skinner school in favour of the moral progress of autonomous man through adherence to traditional ethical values.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

To demonstrate how the Society of Jesus (Jesuits) in the United States through the “National Jesuit Committee on Investment Responsibility” played a significant role as a socially conscious institutional and religious investor in influencing Chevron’s Human Rights Policy 520 and to analyze the factors that contributed to a successful shareholder engagement with the company.

Case study based on firsthand information.

1. Our conclusion offers support for Allen et al.’s (2012) conclusion of legitimacy (credibility) being the dominant force in a successful engagement.

2. We found that coalition-building is a significant moderating variable in increasing shareholder salience. This finding contradicts the study by Gifford (2010).

Our conclusion offers support for Allen et al.’s (2012) conclusion of legitimacy (credibility) being the dominant force in a successful engagement.

We found that coalition-building is a significant moderating variable in increasing shareholder salience. This finding contradicts the study by Gifford (2010).

The chapter is based on the actual process of shareholder engagement with Chevron Corporation that led to the human rights policy and is written mainly based on firsthand information.