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Maria Amoamo is a post-doctoral fellow in Te Tumu, the School of Māori Pacific and Indigenous Studies at University of Otago in New Zealand. Maria's research interests include the representation of indigenous, cultural and heritage tourism. Her PhD thesis examined the issue of identity in relation to Māori regional tourism within a post-colonial framework. She is currently examining the economic value of identity in relation to determining ‘what is the profile of Māori tourism in Dunedin?’ Maria is also examining the issue of social vulnerability and resilience of Pacific Island communities in relation to tourism.

This is a paper about the soft and hard drivers for English sub-national governance. It posits that the recurrence of claims for inter-urban linkages across the two distinct conurbations of the North-West of England have been bedevilled by entrenched differences in the leadership cultures of the city-regions.

It contrasts the highly localised forms of ‘soft power’ – or the ways in which leaders mobilise brands, plans and strategies to tell stories about place – arguing that there is a considerable divergence between the way that this symbolic capital has been deployed within and across the two city-regions. Whilst this is striking it is still true that ‘Hard powers’ – fiscal, legislative or regulatory mechanisms – are elusive for both Manchester and Liverpool notwithstanding recent moves towards combined authorities for both places. The only model of English urban governance with statutory powers covering transport, economic development and planning is located in Greater London, a legacy of the post-RDA institutional landscape in England.

This paper argues that it would be extraordinary if forms of leadership capable of meaningfully connecting the two cities cannot be found but that this must be seen within a sclerotic English context where there is a huge disconnect between desirable form and functions of urban governance, and the effect this has on regional economic performance. It concludes that local government austerity has had a negative effect on the sort of ‘soft power innovations’ necessary in both cities and that rhetorics of English localism have provided neither a propitious context for inter- nor intra-urban governance innovation.

This paper seeks to describe some of the ways in which collaborations within the city-regions of Manchester and Liverpool have been achieved, making the case that there have been divergent governance experiments which may hamper the aspiration for extensions beyond their border and for intra-urban leadership and governance which combines the two great cities and their areas of influence.

Health‐care providers throughout the USA face litigation and the threat of litigation on a daily basis due to claims of patient abuse. Hidden within the costs associated with defending patient abuse claims are the wrongful termination filings made by employees who claim they were retaliated against for their whistleblowing activity. The purpose of this paper is to demonstrate why an employer would resort to retaliatory acts in the shadow of a patient abuse filing and to discuss what steps are currently taken to prove and investigate the validity of a retaliation claim. Included within the body of this paper are court decisions on the topics of whistleblowing protection and violation of public policy. These examples are illustrated so that recommendations can be provided that assist the employer in avoiding a wrongful discharge claim and help to conclude that retaliation against the whistleblower is a costly mistake even with the employment at‐will principle as a defense.

Applies an error‐correction model to demand for money in five African economies: Congo, Côte d′Ivoire, Mauritius, Morocco and Tunisia. Attention is given to a set of opportunity cost variables including expected inflation, domestic interest rate, foreign interest rate and expected exchange‐rate depreciation. The empirical results show that the domestic interest rate plays a significant role in the demand for money functions for three of the five countries and external opportunity cost variables are significant for one of the others. The results show some diversity in money demand behaviour in the countries studied, but the error correction mechanism is always significant and in four out of five cases there is a short‐run inflation impact. The equations are subjected to a battery of tests and found to be statistically well‐behaved.

Although the organizational identity (OI) construct (Albert & Whetten, 1985) is now in its fourth decade, research in the field has been somewhat uneven, particularly with respect to an essentialist view and hypothetico-deductive type of studies. Believing that this stems in large part from insufficient construct clarity (Suddaby, 2010), this theory-development initiative presents an expanded conceptual framework. The authors exploit several key elements of individual identity and make the case for using these as the basis for conceptualizing an organizational-level equivalent. Starting with the premise that an individual’s identity is the product of comparisons, two dimensions are identified: the type of comparison (similarity, difference), referred to as the “identity conundrum,” and the object of comparison (self–other, self–self), referred to as the “identity perspective.” The authors then propose a four-cell distinctive conceptual domain for OI and explore its implications for scholarship.

Purpose: This chapter examines how healthcare technologies (electronic medical records, personal cell phones, and pagers) help manage patient care work to accelerate processes of communication and blur boundaries between work time and non-work time, thereby revealing dynamics of power as indicated through temporal capital, or the amount of time under an individual’s control.

Method: The data were collected from 35 in-depth semistructured interviews of health practitioners, which included 26 physicians, 7 nurses, and 2 administrators.

Findings: Communication technologies fulfill promises of temporal autonomy and efficiency, but not without cost, particularly as it intersects with organizational/institutional power structures and non-work-related social factors such as pre-existing technological literacy and proficiency. The blurring of work and non-work time gives practitioners perceived higher quality of life while also increasing temporal flexibility and autonomy. The higher up one is in the relevant hierarchy, the more control one has over one’s own time, resulting in higher levels of temporal capital. The power hierarchies serve to complicate the potential recuperation of temporal capital by communication technologies.

Implications: This study uses a critical cultural perspective that takes into consideration structures of institutional power hierarches impact temporal organization through the use of communication technologies by health practitioners. Practitioner-facing research is particularly crucial given the high rates of burnout within the profession and concerns around the well-being of health practitioners, and autonomy and control over one’s time is a factor in work and life satisfaction.

This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.