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Postneonatal mortality (PNM), which differs from infant and perinatal mortality, has been observed in the past 25 years with respect to the health outcomes of children. While infant and perinatal mortality have been well-evaluated regarding racial differentials, there are no substantial data on PNM in this perspective. The purpose of this study was to assess whether or not social determinants of health adversely affect racial/ethnic PNM differentials in the USA.

A cross-sectional, nonexperimental epidemiologic study design was used to assess race as an exposure function of PNM using Cohort Linked Birth/Infant Death Data (2013). The outcome variable assessed PNM, while the main independent variables were race, social demographic variables (i.e. sex and age) and social determinants of health (i.e. marital status and maternal education). The chi-square statistic was used to assess the independence of variables by race, while the logistic regression model was used to assess the odds of PNM by race and other confounding variables.

During 2013, there were 4,451 children with PNM experience. The cumulative incidence of PNM was 23.6% (n = 2,795) among white infants, 24.3% (n = 1,298) among Black/African-Americans (AA) and 39.5% (n = 88) were American-Indian infants (AI), while 21.3% (n = 270) were multiracial, χ² (3) = 35.7, p < 0.001. Racial differentials in PNM were observed. Relative to White infants, PNM was two times as likely among AI, odds ratio (OR) 2.11 (95% confidence interval [CI] 1.61, 2.78). After controlling for the confounding variables, the burden of PNM persisted among AI, although slightly marginalized, adjusted odds ratio (aOR) 1.70, (99% CI 1.10, 2.65).

In a representative sample of US children, there were racial disparities in PNM infants who are AI compared to their white counterparts, illustrating excess mortality. These findings suggest the need to allocate social and health resources in transforming health equity in this direction.

In 1992 Joe Jackson, former manager of DuPont Motorsports for twelve years, was angling to get the paint business at Rick Hendrick's sixty-five automotive dealerships across the United States. In order to win the Hendrick car dealership paint contract, Jackson and Hendrick met to discuss the possibility of sponsoring Hendrick's new team and rookie NASCAR driver—Jeff Gordon. As a result of that meeting, DuPont signed on to be the primary sponsor. By 2006 Gordon was a NASCAR superstar, and the DuPont logo—viewed by millions—was a household brand. While this level of exposure was exciting for the company, executives at DuPont could not help but wonder if they were fully leveraging this tremendous marketing opportunity. Gordon was on fire—but was DuPont maximizing the heat? The DuPont-NASCAR case tasks students and executives with designing a creative marketing campaign to activate the NASCAR sponsorship opportunity and maximize value beyond conventional sponsorship marketing. This open-ended challenge encourages students and executives to think outside of the traditional marketing tactics typically employed by business-to-consumer (B2C) NASCAR sponsors. Additionally, the nature of DuPont creates the need to develop a multi-dimensional plan that caters to a breadth of brands. Beyond designing a new marketing campaign, a key objective of the case is to focus students and executives on designing metrics for measurement of the return on investment (ROI) into a campaign plan. As a first step, it is important to clearly articulate the campaign, business strategy, and key business objectives mapped to the strategy.

Students and executives learn how to design a marketing campaign for measurement. Specifically, they are tasked with designing a new marketing campaign for DuPont to activate the DuPont/NASCAR relationship. Students and executives must define metrics for measurement and learn to use a balanced score card approach. Since the DuPont sponsorship of Hendrick Motorsports is a brand campaign built to reach the DuPont business-to-business (B2B) customer, both non-financial and financial metrics are used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives. The case teaches students and executives how to define key metrics and articulate a methodology for campaign measurement pre and post to quantify the return on investment (ROI).

Located in the Mid-Atlantic region of the United States, Eastern Truss Company produced trusses used in construction of both large warehouses and custom homes. This case presents the student with the opportunity to analyze the critical factors associated with the decision of whether Eastern should adopt a new production technology and whether cash flows from reduction of temporary workers will cover adoption coasts. The student must evaluate the decision to adopt the production technology through the lens of operations management tools. This case is appropriate for undergraduate business studies in the field of operations management.

Case study.

Undergraduate operations management.

This study examines the interactive effects of work values and organisational commitment on localisation.

This study draws on human capital theory, and reports on a survey of 200 expatriate managers working in Qatar.

We find that localisation is negatively associated with work values and positively associated with organisational commitment. Furthermore, work values appear to influence organisational commitment.

Despite a surfeit of literature on localisation of human resources, few studies previously have explored its relationship with work values and organisational commitment. This chapter presents empirical research on the issue from Qatar, a country in a region which remains under-researched in the literature.

This paper seeks to provide an overview of the concept of “localization” of human resources in Qatar. Relative to the rest of the Gulf Cooperation Council countries (GCCCs), economic development began late in Qatar due to political and economic factors such as the influx of an immigrant labour force and changes in the education system. Now, with one of the fastest growing economies in the world, and the highest per capita income, Qatar has vigorously embraced rapid economic expansion. However, in a small country awash with natural resources, and with a population engulfed by expatriates, the issue of “localization” is a pressing economic and social issue.

This paper reviews the national human resource situation in this atypical context, and seeks to determine the factors that impact on “localization” in this small, yet important Gulf nation.

There are some common barriers to “localization” throughout the GCCCs. These can be summarized as: an inefficient quota system; a culture that is focused more on prestige than performance; strict cultural practices concerning women in the workforce; education systems that are not market driven; and an inequitable social contract and distribution of oil and natural gas wealth in the GCCCs.

While much attention has been directed to the concept of “localization” in developing countries, “Qatarization” has received no attention in the scholarly literature, despite the resounding political and economic role that Qatar has in the GCCCs.