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The purpose of this paper is to present evidence of the therapeutic value of cannabis as a harm reduction intervention with people who smoke crack cocaine.

A desk study of published peer-reviewed material supporting the use of cannabis as therapeutic in mitigating some of the harms associated with crack cocaine smoking.

The use of cannabis as a harm reduction strategy for crack cocaine use has been commented on in the scientific literature since the 1980s. The officially scheduling of cannabis as having no medicinal value hampered further study despite the reporting of positive findings and numerous calls for more research.

There are currently no approved pharmaceutical substitutions for crack cocaine. Cannabis has shown itself effective in mitigating harms for 30–40 per cent of people. Cannabis is inexpensive and readily available and should be allowed for those people who want to use it.

Poly drug use is often framed in a negative context. In this paper, the author shows that with cannabis and crack, the poly drug use is actually a valid harm reduction strategy.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.

Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.

The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

Describes how a home-improvement company that seeks to “rewrite the rule book in its sector” has opened a dedicated training center whose design replicates customers’ homes where most of its sales take place.

Explains the reasons for the Everest Training Academy, the form it takes and the results it is helping to achieve.

Reveals that the idea behind the training academy is to help the company’s sales people to feel comfortable about selling in people’s homes and to showcase other products than simply windows and doors.

Explains that the academy is designed to ensure that staff are respected for their knowledge and professionalism, and feel good about themselves and the position they hold at Everest.

Describes a novel design of training academy.

The purpose of this study is to examine the factors related to the employee as an individual, that affect the quality and level of the individual’s assimilation of knowledge (AOK) which is transmitted by way of organizational learning.

All subjects (317) of this research were employed at different positions in day camps of a social organization. The study examined the subjects’ AOK relating to the organization’s security and safety procedures. The variables examined in this study include: the employee’s organizational commitment; the employee’s perception of the organization’s culture; the employee’s perception of the advantage inherent in the security and safety information; the employee’s self-efficacy; and the employee’s motivation to assimilate the new knowledge.

The research variables explained a significant part (37 per cent) of the variance obtained with respect to assimilation and learning in the organization. The most powerful explanation for the variance in degree of implementation was the perception of the organization’s security and safety culture and the subject’s self-efficacy. Subjects’ perceived advantage from the knowledge did not make a significant contribution and motivation serves as a mediator but it does not mediate directly between the variables and AOK.

The research was conducted in a single organization. We recommend conducting similar studies in other organizations, including other types of organizations, to strengthen the conclusions which derive from our research. We also recommend that future research should use alternative methodologies (e.g. qualitative research and review of the results by experts) since other methodologies might reveal new facts that may have been uncovered in the use of the quantitative method applied in our research.

We recommend that an organization which strives to be a learning organization, should pay attention, inter alia, to factors relating to the employees themselves, and in particular: increasing the employees’ self-efficacy, clarifying the benefits to the employee of the transmitted knowledge; and bringing the organization’s values and culture into clearer focus for the employees.

The unique nature of our research model is twofold: first, the variables on which we have chosen to focus are different from other studies, and to our knowledge, the combination of these variables and the examination of these variables in relation to learning in the context of organizations have not been examined in other studies. Second, our model gauges the effects of an employee’s subjective perception with relation to his organization’s culture, his perceived advantage with regard to the subject-matter which he is learning and his self-assessed existing knowledge.