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Strong leadership in primary care is necessary to coordinate an effective pandemic response; however, descriptions of leadership roles for family physicians are absent from previous pandemic plans. This study aims to describe the leadership roles and functions family physicians played during the COVID-19 pandemic in Canada and identify supports and barriers to formalizing these roles in future pandemic plans.

This study conducted semi-structured qualitative interviews with family physicians across four regions in Canada as part of a multiple case study. During the interviews, participants were asked about their roles during each pandemic stage and the facilitators and barriers they experienced. Interviews were transcribed and a thematic analysis approach was used to identify recurring themes.

Sixty-eight family physicians completed interviews. Three key functions of family physician leadership during the pandemic were identified: conveying knowledge, developing and adapting protocols for primary care practices and advocacy. Each function involved curating and synthesizing information, tailoring communications based on individual needs and building upon established relationships.

Findings demonstrate the need for future pandemic plans to incorporate formal family physician leadership appointments, as well as supports such as training, communication aides and compensation to allow family physicians to enact these key roles.

The COVID-19 pandemic presents a unique opportunity to examine the leadership roles of family physicians, which have been largely overlooked in past pandemic plans. This study’s findings highlight the importance of these roles toward delivering an effective and coordinated pandemic response with uninterrupted and safe access to primary care.

Given greater awareness of environmental issues and the acceleration of climate change, universities are increasingly requiring undergraduate students to complete coursework in environmental issues. Research has shown that environmental courses hosted in science departments can be too challenging for students with no science background. Thus, new approaches to general environmental education at the undergraduate level are necessary. This paper aims to advance three transformative sustainability learning (TSL) interventions that leverage sport as the living laboratory for environmental education through examining green teams and in depth sport venue tours.

This paper details the experimental application of three TSL interventions in undergraduate sport courses.

Each intervention produced lasting benefits for several parties. Students benefit from greater exposure to sport management organizations and a hands-on learning opportunity. Sport organizations benefit from a promotional opportunity to showcase their sustainability efforts, improved sustainability practices at their facilities and the opportunity to leverage the students’ involvement for fan engagement initiatives

The interventions presented in this paper were developed in a North American sport context, however, there is a considerable opportunity to develop similar interventions in any region where sport organizations exist.

Despite being one of the most universally appreciated and visible industries, the sport industry has yet to be used as a site for meaningful sustainability learning interventions. The interventions presented herein introduce the opportunity to leverage students’ love of sport for outcomes for all parties: the students, the host organization and sport fans.

This paper aims to discuss the complexity of predicting the future and of making tourism futuristic predictions. It argues that tourism cannot be separated from the world context in which it operates and explores the various impacts of tourism on people and planet both in a near and more distant future.

This paper revises several reports and research by world economic and tourism authorities as they provide arguments for the study of trends and the complexity of the evolution of the travel and tourism industry.

There is no certain way to know what the future will bring to the tourism industry or how it will interact with society and the physical environment. What the author does know is that from the beginning of time, events do not occur in isolation and that travel and tourism will impact everything that it touches. It is impossible to make exact predictions as to what tourism will be like in the near and distant future, what the author does know is that humans will want to travel, to explore and to learn, and this desire will interact not only with tourism but with the course of history.

By exploring the evolution of tourism in the context of science, the author cannot even be certain where tourism will occur, if only on the same planet, within the other planets of the solar system or in the vastness of space. Science fiction predicts the latter, but only the unfolding of history will teach of the accuracy of future predictions and how the future of travel will be.

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.

The literature on relational demography and leader–member exchange to develop propositions for future research was integrated.

This is a conceptual paper. There is no empirical data reported testing the propositions.

The authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.

The authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.

What was the older daughter's name on Father Knows Best? Who hit the ball that Willy Mays miraculously caught in the 1954 World Series? Who was Goldwater's running mate in 1964? These questions are less than earth‐shattering; in fact they are labeled as ‘trivia.’ But that does not mean that they are unimportant. Ask any librarian who has ever spent a half‐hour cross‐checking lists to find the one performer who won the Oscar, Emmy, Tony, and Grammy.