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This secondary source case is based mainly on legislative documents (that tracked the initiation and progress of the Parental Rights in Education bill that later became an Act), corporate documents (published by The Walt Disney Company) and news articles from publications such as The New York Times and Bloomberg. All sources are cited in the case narrative and as end notes.

In April 2022, The Walt Disney Company and its CEO, Robert Chapek, were at the center of a controversy over the company’s opposition to the State of Florida’s Parental Rights in Education bill. The bill, dubbed “Don’t Say Gay” by its critics, prohibited instruction on sexual identity and gender orientation in the state’s elementary schools. The controversy stemmed from Disney’s initial non-reaction to the bill and its later strident opposition and call for its repeal. Chapek was pressured by negative media publicity and employee disgruntlement on the one hand and adverse economic consequences for opposing the bill by the state’s Governor, Ron DeSantis. Chapek and the Board had to respond to the political threats to Disney’s economic well-being while appeasing its employees and other stakeholders who wanted the company to be a corporate champion in diversity, equity and inclusion.

The case is best suited for advanced undergraduate or graduate leadership, strategic management and marketing courses. From a leadership and strategic management perspective, the case is well-suited for demonstrating the evolving expectations of leaders and corporate social responsibility, as well as the concepts of issue framing and nonmarket management. Instructors may also leverage the case in marketing courses (e.g. brand management), as CEO activism (i.e. messaging and practice) is one characteristic of brand activism (Animation Guild, 2022).

Occupational therapists are increasingly working in organisations outside of the public sector. UK government policy over the past decade has promoted health and social care provision by social enterprises. The purpose of this paper is to examine the compatibility of occupational therapy practice and a social enterprise environment, within the UK and questions if this approach may enhance experiences of social inclusion for people who use these services.

Case study methodology was used with eight social enterprises in the UK. Data were collected through: semi-structured interviews, formal organisational documents, and field visits and observations. Interviews were conducted with 26 participants who were occupational therapists, service users and social entrepreneurs/managers. The interviews were recorded, transcribed and analysed using thematic analysis.

Occupational therapists experienced job satisfaction, professional autonomy and were able to practise according to their professional philosophy. Service users valued support with: employment, routine, social relationships, and developing a sense of identity, particularly outside of a medical model definition. To a degree therefore, people using these services claimed socially inclusive benefits. Challenges with funding social enterprises, however, impacted occupational therapy delivery in some cases.

The majority of social enterprise research is drawn from case study methodology; however, this was the most appropriate research design to gain greatest insight into a small but developing phenomenon. Further research into occupational therapy practice within social enterprises is required, particularly on the effectiveness of returning to work and social inclusion.

Social enterprises can provide therapeutic environments to promote recovery and social inclusion which is also compatible with occupational therapy practice.

This is the first known national research into occupational therapy provision in social enterprises within the UK, which evidences a compatibility within occupational therapy practice within a social enterprise environment and the benefits of this.

The purpose of this study was to understand perspectives of doctoral students about their compulsory online experience and aspects of their compulsory online experiences which were strongly associated as a result of the COVID-19 pandemic, a disorienting dilemma.

Exploratory descriptive survey research was the approach taken. Notable descriptors and associations were interpreted based on statistical analysis complimented by respondent comments.

Respondents included students who were at various stages of completing their doctoral degree. Overall findings indicated preference for face-to-face classes, the switch to online learning was well-received, primarily as a result of perceptions of quick and supportive communication from doctoral program leadership, strong student and instructor connections, and high-quality collaborative opportunities.

The COVID-19 pandemic represented a disorienting dilemma provoking cognitive dissonance among doctoral students who were compelled to move from a hybrid to a completely online learning model. Fear, anger and discontent induced by broken assumptions were mitigated through shared experiences creating new meaning and habits of mind in the process of adjusting to new expectations. Study results reveal that engagement, collaboration and support among instructors and classmates eased the transformative process transitioning into online learning.

The results of this study provided real-time understanding of students' needs in order to be successful in the quest and persistence of doctoral study online. Though the process of seeking official and state approvals to move the educational leadership doctoral program fully online, program faculty made a series of teaching and program adaptations informed by these results.

Research about doctoral student experiences during a compulsory transition from a hybrid to online delivery model has not been explored and offers original perspective to improve future practice transitioning into online programs for student acceptance, engagement and retention.

This study aims to explore the opportunities and challenges Self-directed Support policy has presented to Scottish social enterprises, thereby increasing understanding of emerging social care markets arising from international policy-shifts towards empowering social care users to self-direct their care.

This study used guided conversations with a purposive sample of 19 stakeholders sampled from frontline social care social enterprises; social work; third sector; health; and government.

An inconsistent social care market has emerged across Scotland as a result of policy change, providing both opportunities and challenges for social enterprises. Social innovation emerged from a supportive partnership between the local authority and social enterprise in one area, but elsewhere local authorities remained change-resistant, evidencing path dependence. Challenges included the private sector “creaming” clients and geographic areas and social enterprises being scapegoated where the local market was failing.

This study involved a small purposively sampled group of stakeholders specifically interested in social enterprise, and hence the findings are suggestive rather than conclusive.

This paper contributes to currently limited academic understanding of the contribution of social enterprise to emerging social care markets arising from the international policy-shifts. Through an historical institutionalism lens, this study also offers new insight into interactions between public institutions and social enterprise care providers. The insights from this paper will support policymakers and researchers to develop a more equitable, sustainable future for social care provision.

1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 460–477.

This secondary source case is based mainly on three documents: the 20-page report by a labor union, Unite Here, titled “One Job Should Be Enough: Inequality at Starbucks”; and two reports by former U.S. Attorney General Eric Holder Jr. and Covington & Burlington, LLP.

In February 2020, Unite Here, a labor union, released a damming report about employment practices at the airport Starbucks stores operated by licensee, HMSHost. Among other charges, the report identified several instances of racial and gender discrimination that HMSHost dismissed as a ploy by a union intent on organizing its employees. The adverse publicity, however, put Starbucks Corporation in the spotlight because of the company’s publicly stated commitment to workplace equality. The recently hired Nzinga Shaw, the company’s first-ever Global Chief Inclusion and Diversity Officer, had to address the issue at HMSHost lest it adversely affect Starbucks’ reputation as a progressive employer.

The case is best suited for a graduate or undergraduate course in human resource management or labor relations. As diversity is typically covered in the first third of such courses, the ideal placement of this case would be in the early part of the course. As Starbucks is a well-known name, and it is very likely that students have had their own experience with Starbucks, as either a customer or an employee, the case is likely to draw their interest.

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Artificial intelligence (AI) is a rapidly growing frontier. One promising area for AI is its potential to assist sales managers in providing salesperson feedback. Despite this promise, little work has been done within the business-to-business (B2B) sales domain to investigate the potential impact of AI feedback on critical sales outcomes. The purpose of this research is to explore these issues and respond to calls in the literature to determine how AI can enhance salesperson adaptability and performance.

Survey data from a sample of 246 B2B salespeople was used to test the conceptual model and research hypotheses. The data were analyzed using partial least squares structural equation modeling (PLS-SEM).

The findings provide broad support for the model. An AI-feedback rich environment and salesperson feedback orientation predicted perceived accuracy of AI feedback which, in turn, strengthened intentions to use AI feedback. These favorable reactions to AI feedback positively related to adaptive selling behaviors, and adaptive selling behaviors mediated the relationships between intentions to use AI feedback and organizational commitment, as well as sales performance. Contrary to expectations, it did not mediate the relationship between intentions to use AI feedback and job satisfaction.

The managerial implications of this study lie in explaining practical considerations for the implementation and use of AI feedback in the sales context.

This study extends literature on technology adoption, performance feedback and the use of AI in the B2B sales domain. It offers practical insight for sales managers and those responsible for implementing AI solutions in sales.

In the early to mid-twentieth century, psychiatrist-led occupational therapy departments emerged in Irish psychiatric hospitals. This marked a transition towards establishing rehabilitative services in institutional settings. This paper aims to examine the development of occupational therapy in Grangegorman Mental Hospital and its auxiliary hospital, Portrane Mental Hospital from 1934-1954.

Historical documentary research methods were used to analyse primary source data from Grangegorman Committee Minutes, Inspector of Mental Hospital Reports, Boroughs of Mental Hospitals, Department of Foreign Affairs documents and newspaper archives. The archival data was analysed using both a chronological and thematic approach.

The main key event emerged in 1935 when four Grangegorman nursing staff were sent to Cardiff Mental Hospital to undergo a six month training course in occupational therapy. The following themes emerged – “establishing occupational therapy in Grangegorman and Portrane”; “the role of short-course trained nursing staff in providing occupational therapy services” and “therapeutic rationales vs hospital management rationales”.

This study throws light on the early practitioners of occupational therapy in Grangegorman and highlights the complexities of occupational therapy’s role origins in mid-twentieth century Ireland. In line with contemporaneous psychiatric hospitals, the occupational therapy activities promoted in Grangegorman were mainly handicraft or productivity based. The absence of patients’ voices means there are limitations to determining the therapeutic nature of this early occupational therapy service.

In Britain, labor−management partnership has been the fulcrum of the Labor Government's employment relations programme since its election in 1997. The Involvement and Participation Association (IPA, 1997; website: http://www.partnership-at-work.com) − the influential employers’ organization − has been at the forefront of promoting labor−management partnership to improve productivity in UK firms through greater employee involvement and participation (see http://www.partnership-at-work.com). The Trades Union Congress (TUC; partnership institute website: http://www.partnership-institute.org.uk) and several of its constituent unions have also endorsed partnership with employers as a route to promote employee ‘voice’ at work, secure better bargaining outcomes and improve union membership levels and density (Undy, 2001). Union density in the UK private sector has declined from 19.9 per cent in autumn 1997 to 17.2 per cent in autumn 2005, while in the public sector it has declined from 60.9 per cent to 58.6 per cent over the same period of time (Grainger, 2006). Advocates of partnership argue that such arrangements deliver mutual gains to the parties involved, viz. higher productivity and profits for employers, better wages and higher employment security to workers and greater influence over management decisions for unions, which in turn help them to attract and recruit new members (e.g. Haynes & Allen, 2001; Deery & Iverson, 2005).