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Keith Brownlie, group HR advisor at Informa, explains how a flexible‐benefit program reduced costs and brought unity and harmony to a post‐acquisition environment.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

The value which can be placed upon the rights of property in a name of a commodity, a food or drink, perhaps famous all over the world, which has come down to us through the centuries, is incalculable. Most of such foods and drinks have a regional association, and are prepared according to methods, often secret, handed down from one generation to another and from locally grown and produced materials. Nowhere are such traditions so well established as in cheese‐making and the wine industry. The names do not signify merely a method of manufacture, since this can be simulated almost anywhere, nor even the raw materials, but differences in climate, the soil and its treatment, its produce, harvesting, even in the contaminants of environment. Rochfort cheese, for example, is made from ewe's milk, but most important, with mould growths found only in the caves of that part of France where it is stored.

The purpose of this paper is to investigate the impacts of serious teacher misbehaviour (TMB) in schools from the perspective of headteachers, a largely un-researched area.

Data were collected via the documentary analysis of misconduct cases from the Teaching Agency and semi-structured interviews with five headteachers who had managed serious cases.

The research suggests four primary impacts of serious TMB, affecting other teachers, students, the reputation of the school and headteachers themselves. The paper concludes by suggesting a fifth impact affecting public trust in the teaching profession.

Although rare, serious TMB can be highly damaging. Furthermore, the findings suggest that it is almost impossible to predict and so this paper suggests a “map” of the impacts helping headteachers to manage and contain it when/if the worst does happen.

Empirical studies of the impacts of serious organisational behaviour are scarce; empirical studies of serious organisational behaviour in schools are non-existent and so this paper addresses that gap.

Argues that the opportunities to improve the way in which space is used depend on a whole range of factors, the most important being the way in which the business needs to be supported and the way the business process is engineered. Maximizing space use using such techniques as hotdesking and free address can only work effectively where they are properly matched to the current and future needs of the business.

In UK patent 2261203 Keith Ralbert Sherriff describes a VTOL light aircraft. Two variable pitch rotors are housed one behind the other within the fuselage to draw air through front intakes and through intake louvres in the top of the fuselage, and expel it through controllable flaps in the bottom of the fuselage and/or through a rear exhaust nozzle. The rotors are inclined to the fuselage horizontal plane and rotate in opposite directions. In the hover, yaw control is by vanes in the exhaust nozzle and lateral control by a weight movable spanwise within the wing, while differential pitch control of the rotors is used for pitch control of the aircraft. The pilot lies in a prone position.

The purpose of this paper is to provide comment on the contribution of the Environmental performance accountability special issue of Accounting, Auditing & Accountability Journal published in 1997 towards the innovation through a personal reflection developed from the perceived need to move academics and practitioners into the same space on environmental improvement by organisations. In addition, the paper will offer future directions for environmental performance accountability research, including the potential for tools such as integrated reporting, the need for theoretical pragmatism and importance of a transdisciplinary approach to research.

The diegetic method used for this article allowed for the provision of a narrative about actions, characters and events of interest to an audience. This method facilitated the intersection between the biographical and the historical content and context, and a hypodiegesis provided the ability for an embedded story within the larger history. The approach allowed for a hypodiegetic as the story within the story of developing the relationships between academic accountants and practitioners.

Contained in the special issue is a set of articles marking the extremes of academic and practitioner perspectives on what is broadly termed environmental performance and accountability. Review of the content of the special issue reveals that the bias is towards academic rather than practitioner appreciation. Review of the context providing the setting for the special issue shows the need for publishers to engage in the social media mechanisms needed to commence dialogue and convey the messages of academics to practitioners.

Subjective assessment is overtly recognized rather than subsumed in the research methods adopted.

The embedding of articles in special issues within a broader communications portfolio for practitioner understanding is suggested.

The nature of the personal reflection means that thoughts recorded are novel and unique.

The purpose of this study is to perform a historical analysis of the brand management system (BMS) to understand why and how, over the past century, the BMS has become the dominant marketing organizational model across Western countries and sectors and what the lessons can be learned from history to enlighten its current changes in today’s digitized environment.

Building on Low and Fullerton’s work (1994), the paper traces the evolution of the BMS from its creation in the 1930s to the recent digital era. Data from various sources – research papers, historical business books, case studies, newspaper articles and internal documents – are analyzed to inform an intellectual historical analysis of the BMS’s development.

The paper uses the prism of institutional isomorphism to highlight four distinct periods that show that the BMS has gradually imposed itself on the Western world and managed to adapt to an ever-changing environment. Moreover, it shows that in the current digital age, the BMS is now torn between two opposing directions: the brand manager should act as both absolute expert and galvanic facilitator and the BMS needs to reinvent itself once again.

This paper provides a broad perspective on the BMS function to help marketing scholars, historians and practitioners gain a better understanding of the issues currently facing the BMS and its relevance in the digital age.

The shooting at Columbine high school in Colorado and the Oklahoma City bombing have at least one thing in common: Perceived enemies were a powerful motivator for these horrible acts. Enemies can be and are powerful motivators. They give us a sense of community. Top executives at Unisys Corporation, General Electric, Coca‐Cola and Springfield Remanufacturing Corporation know about these powerful motivators—that if people do not have a natural enemy, they will create their own. These executives know how to create external ones so that their employees do not create internal ones. They focus their people on looking outward, on finding positive goals.