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D.H. Lawrence thought Lady Chatterley’s Lover was his best and most important novel. Yet he had to pay to have it privately printed. His publishers thought his sexual descriptions and language were obscene under the censorship laws of the UK and the USA, and they were right. From 1928 until 1959 no‐one could legally publish or sell the unexpurgated novel, and copies were subject to confiscation. All this changed in 1959 when Charles Rembar successfully defended Grove Press’s right to publish the novel. His defense, which rested on a unique interpretation of Justice Brennan’s opinion in Roth v. United States, introduced the redeeming‐social‐value test for obscenity. Within six years it revolutionized American obscenity laws, ensuring that sexual material with even a small measure of social value would enjoy First Amendment protection.

Henry Miller published Tropic of Cancer in Paris in 1934. He was convinced that it was a work of genius, and over the next several years a wide range of writers and critics agreed with him. But to official censors in England and America, the novel was nothing more than a particularly disgusting piece of pornography, too obscene to be allowed into either country. In this article, Kincaid and Koger trace the history of the novel from its inception in 1932 to its vindication by the United States judicial system 30 years later. The accompanying annotated bibliography lists the books and articles essential to an understanding of that history and Miller’s philosophy of literature.

This paper provides broad guidelines to start a non‐profit organization. Once the non‐profit organization has been legally incorporated, it is crucial that it applies for a tax exemption status. The application is time consuming but worth the effort. Obtaining the status of tax exemption places the organization in an advantageous position and increases its capacity to raise funds for its operations and charitable activities, since the contributions become tax deductible for the donors. A case study is presented in the second segment of this paper. In September 1997, businessman and philanthropist Ted Turner donated 1 billion dollars to the United Nations. The creation and operations of the UN Foundation, (501) (c)(3) established to disburse Turner's funds to the United Nations, are also covered in this research.

Healthcare organization performance is a function of many variables. This study measured relationships among culture, the built environment, and outcome variables in a healthcare provider organization. A culture survey composed of existing scales and custom scales was used as the principal measurement instrument. Results supported culture strength’s links with higher performance levels and identified the built environment’s role as a moderating variable that can lead to improved processes and outcomes. Job satisfaction and patient satisfaction were found to be significantly and positively correlated with culture strength and with ratings of the built environment.

A confluence of events has created an opportunity to rethink special education, including the lingering effects of the COVID-19 global pandemic, advances in technology, and changes in how special education is conceptualized and delivered. In this chapter, I discuss each of these in turn and then describe three possible futures for special education: maintain the status quo, revolutionize and revitalize special education, or abandon special education completely. The possibilities and implication of these alterative futures for students with disabilities are then considered.

The paper's aim is to explore consumer perceptions of marketing and test the malleability of those perceptions.

Study 1 is exploratory in nature, and employs a free-response sentence completion to, “marketing is […]”. Study 2 employs an experimental design, testing whether the framing of communications about marketer performance (firm-oriented vs consumer-oriented) influences consumer perceptions of marketing.

Based on free responses to “marketing is […]”, findings indicate that US consumers generally see marketing as something that is bad for them, but good for businesses. However, this asymmetry disappears when marketer performance is communicated with a consumer orientation.

Marketers aim to create relationships with consumers based on value exchange, yet consumers do not see such value exchange. They see the value of marketing for business, but not for consumers themselves. By being more cognizant of how marketer performance is discussed, marketers can overcome such perceptions and build better relationships with consumers.

Other research on attitude toward marketing focuses solely on people's feelings about marketing; here we capture an extra dimension – namely, consumer perceptions of who marketing serves. Further, extant research on consumer attitudes toward marketing tend to describe their current state; this paper does the same but also tests and offers a specific solution for improving perceptions of marketing.

Behavioral solutions to our cognitive biases have long been studied in the literature. However, there is still ample evidence of behavioral biases in decision-making, with only limited improvement in the medium/long term even when debiasing methods are applied. The purpose of this paper is to describe how financial investors could benefit from a proactive management of emotions combined with a set of learning and decision-making heuristics to make more efficient investments in the long run.

First, the authors offer a classification of the appropriate quantitative and qualitative methodologies to use in different ecological environments. Then, the authors offer a list of detailed heuristics to be implemented as behavioral principles intended to induce more long-lasting changes than the original rules offered by the adaptive toolbox literature. Finally, the authors provide guidelines on how to embed artificial intelligence and cognitive diversity within the investment decision architecture.

Improvements in decision skills involve changes that rarely succeed through a single event but through a succession of steps that must be habitualized. This paper argues that implementing a more conscious set of personal and group principles is necessary for long-lasting changes and provides guidelines on how to minimize systematic errors with adaptive heuristics. To maximize their positive effects, the principles outlined in this paper should be embedded in an architecture that fosters cognitively diverse teams. Moreover, when using artificial intelligence, the authors advise to maximize the interpretability/accuracy ratio in building decision support systems.

The paper proposes a theoretical reflection on the field of behavioral research and decision-making in finance, where the chief goal is to offer practical advices to investors. The literature on debiasing cognitive biases is limited to the detection and correction of immediate effects. The authors go beyond the traditional three building blocks developed by the behavioral finance literature (search rules, stopping rules and decision rules) and aim at helping investors who are interested in finding long-term solutions to their cognitive biases.

This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align with categories in Bloom’s taxonomy (Forehand, 2010), consistent with the keywords underlined. More specifically, this case will enable students to learn the following: First, to analyze the distinctive features of a social commerce business model, and how these differ from a traditional e-commerce model. This objective maps to Discussion Question No. 1. This objective helps students to understand the value proposition of an unfamiliar business model (social commerce platform) and compare it with that of a familiar business model (e-commerce platform). Second, racing the causes for success and failure of a venture, using frameworks from entrepreneurship and strategy. This relates to Discussion Question No. 2. This objective helps students analyze strategic decisions of an entrepreneur in light of available resource constraints and by applying appropriate conceptual frameworks. Third, developing recommendations to help a new venture sustain its business model in the face of severe challenges. Discussion Question No. 3 covers this objective. This objective enables students to debate possible paths that the startup could take. The discussion on possible paths naturally causes students to create sustainable or viable options.

The case describes the challenge facing Vidit Aatrey, the founder and chief executive of Meesho, a social commerce venture headquartered in Bangalore, India, in October of 2022. While Meesho recorded the second-highest sales (by order volume) during India’s festive season, it also recorded layoffs and business closures. While Meesho’s core business of getting resellers to sell through its online platform seemed to be working, its new business ventures, such as expanding into the grocery business and into Indonesia, had failed and resulted in more than 300 layoffs. Meesho was also pressed for funding: valued at US$4.9bn, the global market for venture capital funding had chilled and now demanded profitability, not growth-at-all-costs. Meesho’s cash burn rate was about $40m per month, and Aatrey was hard pressed to come up with options for profitable growth.

This case is intended for students of management at a master’s level in a course on entrepreneurship. At the authors’ institute, this case is used with MBA students in an elective course on entrepreneurship and also in an elective course in general management.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship