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This chapter reflects on the process of conducting qualitative research as an indigenous researcher, drawing from two studies based in south Wales (the United Kingdom). The chapter not only explores the advantages of similarity in relation to trust, access, gender and understandings of locality, but it also complicates this position by examining the problem of familiarity.

The studies, one doctoral research and one an undergraduate dissertation project, both took a qualitative approach and introduced visual methods of data production including collages, maps, photographs and timelines. These activities were followed by individual elicitation interviews.

The chapter argues that the insider outsider binary is unable capture the complexity of research relationships; however, these distinctions remain central in challenging the researcher’s preconceptions and the propensity for their research to be clouded by their subjective assumptions of class, gender, locality and community.

The chapter presents strategies to fight familiarity in fieldwork and considers the ethical issues that arise when research is conducted from the competing perspectives of both insider and academic. The authors focus on uncertainties and reservations in the fieldwork process and move beyond notions of fighting familiarity to consider the unforeseen circumstances of acquaintance and novel positionings within established social networks.

Building industrial clusters is getting much more political attention and strategic orientation in all developing countries. This study started by revising the conceptual and theoretical frameworks for industrial clusters, followed by some insights and contributions about empirical bases for clusters' dynamics and processes. The study focused on the case of Agadir Agreement between four Arab countries (Egypt, Jordon, Morocco, and Tunisia), which was initiated after the Euro-Mediterranean partnerships, and the rationale of the agreement was based on the concept of cumulative value-added origin. The study based its methodology on analyzing the international and bilateral trade flows of six industrial goods from the automotive sector among the four countries and with the EU countries to detect the degree of industrial collaboration and the achieved success of each country in this sector. The study indicated that the four countries used the concept of industrial clusters for economic development, but the results of the analysis showed that till now Agadir Agreement only achieved a shallow integration, while failed to deeply integrate as one big collaborative industrial cluster.

In our present economy, producers by definition seek to maximise profit through minimising cost. If there is no explicit societal or regulatorily mandated value in ensuring that environmental and social welfare costs are evaluated and included in business-as-usual functioning, these attributes may be omitted and are typically referenced as ‘externalities’ or market failures. At the consumer level with an increased understanding of the impact of externalities on human and environmental welfare, there is an interest in both operational transparency in the production of goods and services and in evaluating the resource and justice footprint of consumption choices. As a result, companies that are publicly pursuing operationalised sustainability across all their functions have an opportunity to establish a brand premium; however, the marketing of sustainability may differ from the implementation of sustainability highlighting that a degree of transparency is required to provide credibility. This chapter analyses an emerging marketing channel, ‘social marketing’. Social marketing is a strategy that promotes the perception of an alignment between individual values and business objectives by encouraging positive behaviours, like caring for the environment. This chapter provides a case study of Levi Strauss and reviews portions of the company's sustainability marketing program to address how marketing is being used to engage, educate and empower customers, while simultaneously establishing a sustainability brand identity for the company.

Motherhood and mothering are conceived in relation to classed hierarchies through which those living in poverty become characterized by “otherhood” and “othering.” This positioning leaves them vulnerable to overt and indirect forms of criticism, surveillance, and policing from family, friends, professionals, and strangers; against a background of demonization of particular types of mothers and mothering practices in the wider mediascape. This chapter draws on 3 studies, involving 28 participants, which explored their journeys into the space of parenthood and their everyday experiences. The participants all resided in low-income locales. Many participants had resided in homeless hostels and mother and baby units before being placed in local authority housing or low-grade rented accommodation. The studies all employed forms of visual ethnography, including photoelicitation, timelines, emotion stickers, collage, and sandboxing. Participants discussed different forms of surveillance where other people were characterized as “watching what I’m doing, watching how I’m doing it.” These forms of watching ranged from the structured policing encountered in mother-and-baby units to more informal comments from passers-by or passengers on a bus journey; and an awareness of how mothers in state housing are depicted in the media. These interactions were sometimes met with resistance. At other times, they were simply another incident that participants negotiated in a growing tapestry of disrespect and devaluation. This chapter argues that these discourses demonize and alienate mothers living on the margins, making already difficult journeys a constant struggle in the moral maze of contemporary motherhood and its accompanying conceptualizations of “otherhood.”

Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exchange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.

This chapter focuses on the application of segment reporting under IFRS 8 in the context of the airline industry. It analyses the airlines’ disclosures related to segment reporting considering 11 aspects of segment reporting in the regional and global context. Observations reveal that reporting of segmental disclosures in the airline industry is diverse at different levels. In this regard, the following conclusions were drawn: (1) the nature of segments reported by the airlines is diverse due to methods adopted in preparation of operating segments; (2) factors such as internal reporting system, and nature of business used to identify the airline’s reportable segments were stated by most airlines; (3) types of products and services from which each reportable segment derives its revenues were stated by all airlines; (4) proportion of total revenues represented by separately reportable segments exceeds 75% of the revenue rule of IFRS 8; (5) most segmental performance measures are non-IFRS and diverse; (6) a limited number of airlines use dual reporting currency in segment reporting; (7) most airlines reported segment assets and liabilities for each reportable segment; (8) most airlines reported between 6 and 10 income and expense items in segment reporting; (9) segmental cash flow information is reported by one airline; (10) in terms of entity-wide disclosures, most airlines reported their revenue from major products and services in the revenue disclosures, most airlines reported their revenues on a geographical basis but few airlines reported their non-current assets on a geographical basis; and (11) more than half of the airlines did not declare the identity of the Chief Operating Decision Maker.