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This chapter explores the potential of African American male faculty and staff members to serve as mentors to high-profile African American male student-athletes at large, predominantly White institutions (PWIs) of higher education. These students are a large and very visible subset of the African American male student population at these institutions and often influence how African American male students are viewed and treated by other faculty, students, and the university communities at large. Based on empirical research and combined classroom and administrative experience of over 35 years, this chapter will present the issues that African American male student-athletes face as they transition into these institutions utilizing the athletic identity, transition, and mentoring frameworks and provide solutions for administrators and faculty members to use in their efforts to help guide these students toward achieving athletic, academic, and personal success.

An industry which manufactures and sells products that are liable to failure (e.g. TV sets, tape recorders, washing machines or refrigerators), usually has a department for “service after sales”. Such a department must distribute information on how to repair products, and has to supply spare parts to replace defective components during a given number of years. We call these parts service parts. Three phases can be distinguished in the life‐cycle of service parts:

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

This study focuses on intra-industry determinants of acquisition performance. Seven years of printed research on acquisitions from 10 top-tier business journals is categorized on the basis of R&D intensity – that is, per industry classification: high-, medium-, and low-technology – and determinants of acquisition performance. Instead of broadly generalizing acquisition performance determinants across industries, this study focuses on how the practice of enhancing acquisition performance is different per industry classification and what acquiring firms need to take into account.