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Since its inception, the term ‘corporate governance’ (CG) has attracted mainstream attention, continuing to generate discussion among academics, practitioners and policy-makers. This heightened interest generally revolves around clarifying the principles of CG, both in theory and practice. This is particularly important in the context of emerging economies, where the sociocultural ethos and values often differ from those of most developed economies, where the CG concept was conceived and developed. In this vein, this chapter draws on empirical data to explore practical CG challenges faced by corporations in the Nigerian manufacturing and banking sectors. Nigeria is a country whose dominant national culture is one of high-power distance (HPD), which endorses servant-master relationships and encourages deference to authority. In this study, we found that HPD culture can undermine stakeholders’ ability to hold corporate executives to account on practices and behaviours that are antithetical to principles of corporate integrity and ethics, accountability, transparency, autonomy and stakeholder engagement, which in turn, leads to (and exacerbates) corporate misgovernance among businesses in the sectors. The theoretical and practical implications of the study are expatiated in the discussion section.

For over 60 years, Lerner's (1944) probabilistic approach to the welfare evaluation of income distributions has aroused controversy. Lerner's famous theorem is that, under ignorance regarding who has which utility function, the optimal distribution of income is completely equal. However, Lerner's probabilistic approach can only be applied to compare distributions with equal means when the number of possible utility functions equals the number of individuals in the population. Lerner's most controversial assumption that each assignment of utility functions to individuals is equally likely. This paper generalizes Lerner's probabilistic approach to the welfare analysis of income distributions by weakening the restrictions of utilitarian welfare, equal means, equal numbers, and equal probabilities and a homogeneous population. We show there is a tradeoff between invariance (measurability and comparability) and the information about the assignment of utility functions to individuals required to evaluate expected social welfare.

Body-worn cameras (BWCs) are quickly becoming standardized police equipment. Axon Enterprise, a United States company based in Scottsdale, Arizona, is currently the worldwide purveyor of BWCs having near-complete control over the police body camera market. In 2012, the company launched their Axon Flex body camera alongside claims about the efficacy of these devices. While the research is expanding, scholarship has yet to explore the role that stakeholders like Axon may play in the implementation of body cameras across police services. This empirical chapter examines claims made by Axon in media in relation to the efficacy of their body cameras over a six-year period (2012–2018). Three themes relative to our analysis of Axon claims emerged: officer and community safety; cost and officer efficiency; and accountability and transparency. A basic finding that cut across all three themes is that most of Axon's claims appear to be shaped by beliefs and assumptions. We also found that Axon's claims were mostly predicated on the market (i.e., financial considerations), rather than say scientifically or legally grounded. Some suggestions for future research are noted.

This paper examines the exercise of Black employee voice in South Africa over the past 53 years. Black workers constitute almost 4 out of every 5 workers in the country and experienced racial oppression from the time of colonisation up to the end of apartheid in 1994. They are still congregated around the lower skilled occupations with low incomes and high unemployment levels.

The paper draws on the theory of voice, exit and loyalty of Albert Hirschman, but extends voice to include sabotage as this encapsulates the nature of employee voice from about 2007 onwards. It reflects a culture of insurgence that entered employment relations from about that time onwards, but was lurking below the surface well before then.

The exercise of employee voice has gone through five phases from 1963 to mid-2016 starting with a silent phase for the first ten years when it was hardly heard at all. However, as a Black trade union movement emerged after extensive strikes in Durban in 1973, employee voice grew stronger and stronger until it reached an insurgent phase.

The phases employee voice went through were heavily influenced by the socio-political situation in the country. The reason for the emergence of an insurgent phase was due to the failure of the ruling African National Congress government to deliver services and to alleviate the plight of the poor in South Africa, most of whom are Black. The failure was due to neo-patrimonialism and corruption practised by the ruling elite and politically connected. Protests by local communities escalated and became increasingly violent. This spilled over into the workplace. As a result many strikes turned violent and destructive, demonstrating voice exercised as sabotage and reflecting a culture of insurgence.

SD is defined as a failure to sense correctly the attitude, motion, and/or position of the aircraft with respect to the surface of the earth (Benson, 2003). The types of SD are generally thought to be “unrecognized” and “recognized” (Previc & Ercoline, 2004). Although a third type has been reported (incapacitating), this type seems irrelevant to UAV operations. Unrecognized SD occurs when the person at the controls is unaware that a change in the motion/attitude of the aircraft has taken place. The cause is often the result of a combination of sub-threshold motion and inattention. This type of SD is known to be the single most serious human factors reason for aircraft accidents today, accounting for roughly 90% of all known SD-related mishaps (Davenport, 2000). Recognized SD occurs when a noticeable conflict is created between the actual motion/attitude of the aircraft and any one of the common physiological sensory mechanisms (e.g., visual, vestibular, auditory, and tactile). Recognized SD is the most common type of SD, accounting for the remaining SD-related accidents.

This teaching case describes a born-global Indian enterprise in R&D that developed and leveraged knowledge-intensive business services in speciality chemicals, custom synthesis of genes and contract research co-evolving dynamic capabilities in partnership with multinationals from Europe and North America. The purpose of this case to explore how emerging market multinationals can leverage factor market strengths for niche positioning in industries generally populated by large players, in this case, the big Pharma companies.

The case describes how the international strategy of the company was rooted in the “Make in India” national policy. The risks and opportunities involved a “springboard” approach of gaining customer confidence in North America, Europe and Japan in incremental steps. Challenges concerned fostering a credible talent management eco-system where scientific spirit and business pathways were pursued around unknown and unfamiliar projects challenging resource-based views of the firm.

An interesting facet of this case is how the nexus of treaties with stakeholding constituents were configured and sustained for strategic management of intellectual capital and organizational knowledge.

The novelty of the case is in demonstrating how small EMNCs can leverage factor market advantages to become world leaders in niche segments. Another interesting feature is how such firms are organized around sustainability of shareholder value without profitability in their initial years.

In the most recent survey of members of the National Association of Forensic Economics (NAFE) (Brookshire, Luthy, & Slesnick, 2003), the authors write that “it is clear that issues related to worklife are at the top of the list” of the members’ preferences for forensic economics research. Worklife-disabled, worklife-self-employed, and worklife-general were ranked #1, #2 and #5 among 20 categories. This chapter addresses two out of these three topics. Worklife of the self-employed is not addressed, and the authors are not aware of any quantitative papers on this point.