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The present study obtained the topography of perceptible (a perfect-fit feeling) clothing pressures from the chest to groin, when a stretching material provided hoop tension to the body surface of participants. Furthermore, the allowable pressure level was examined for the abdomen, which is pressed by underclothes on a daily basis.

Participants were nine women aged 21.3 ± 1.2 years. Each participant's perception of pressure while wearing the experimental band was obtained in a questionnaire using a visual analog scale. Clothing pressure was measured employing a hydrostatic pressure-balancing method as participants adjusted the band length themselves to achieve two conditions: a perfect-fit and tight-fit on the abdomen.

The range of comfortable clothing pressure tightening provided by a 2.5 cm-wide elastic band on the abdomen was 0–5.6 hPa for under the bust, waist and groin, and 4.4–9.3 hPa for the chest, lower waist and hips. A nerve plexus of the autonomic nervous system and arteries are distributed over the body surface of the former body parts, which were thus sensitive to tightening around the abdomen.

The topography of perceptible clothing pressure was obtained when stretching material provided hoop tension to the body surface of the participant. The results of a participant questionnaire agreed with clothing pressure obtained using a hydrostatic pressure-balancing method that has a short-time constant and sensitive resolution. Furthermore, allowable pressure levels were proposed.

Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is then used to guide the development of the Global Competencies Inventory (GCI), a 160-item self-report measure that assesses the degree to which individuals possess the intercultural competencies that are associated with global leader effectiveness. Using sample sizes ranging from several hundred to nearly 9,000 subjects, evidence from several studies is presented showing the GCI to have convergent validity, predictive validity, and freedom from demographic and ethnic subgroup biases. Implications for theory and future research are also discussed.

This paper aims to examine a management‐training program that helped to integrate different cultures, values, operating systems and approaches after the merger of Odeon and United Cinemas International.

The paper draws on information from Odeon and from the training consultancy involved in the program, Dale Carnegie.

The paper details the intense, two‐day immersion program, named Redefining Leadership. Around 100 managers went through the program over three months. Significant changes in performance and behavior have been witnessed.

The paper reveals that managers now hold each other more accountable in meetings. They know how things should be done. If standards slip, they flag it up to each other and give praise when things are going well. Managers recognize and celebrate success within their teams and the business as a whole. The way in which they lead, inspire and manage performance has improved.

The paper describes a program that has improved performance and instilled a more professional and consistent approach to leadership.

The purpose of this chapter is to overview what extant research says about parental involvement in online learning environments.

The approach in this chapter is a systematic review of literature focusing on engagement frameworks.

Parents have the potential to be the key to overcoming key concerns about attrition and achievement in online settings. However, research has been silent as to how to engage parents more fully as learning coaches for their children.

Research about parental involvement in online learning should consider the roles of both teacher and parent as they coordinate their efforts to improve student engagement. Research also needs to look at what parents need to know about helping their students be successful and how to provide the training and expertise to parents that will help them learn critical support skills.

This chapter is particularly timely in light of the dramatic growth in online learning and the resulting concerns about achievement and attrition that are particularly acute among at-risk populations.

After 40 years, IJPDLM received its first impact factor from Web of Science in 2010. This anniversary editorial provides a retrospective bibliometric assessment of IJPDLM over its initial five years as a Web of Science journal (2011-2015). First, IJPDLM’s citation metrics are compared to those for the Web of Science journal subject category of Management. Next, IJPDLM’s most cited articles, best papers and special issues together with the international diversity of the journal’s author base from 2011 to 2015 are reviewed. The analysis also presents the journals that cite IJPDLM most frequently, as well as the journals most frequently cited in IJPDLM. Finally, IJPDLM is compared to peer journals in the logistics and SCM field on various scholarly metrics including impact factor, five-year impact factor, h5-index, number of citations received and self-citation rate. The paper aims to discuss these issues.

Retrospective bibliometric analysis of IJPDLM from 2011 to 2015.

Boosted by the journal’s admission to Web of Science in 2010, IJPDLM has made steady progress toward fulfilling the mission of providing its constituents with timeliness, inclusiveness and impact.

The comparison of IJPDLM’s scholarly metrics with those of peer journals and journals in the Web of Science Management category will be of interest and value to logistics and SCM researchers.

The retrospective overview and celebration of IJPDLM’s progress over the last five years and future directions will be of interest to the journal’s stakeholders and prospective authors.

In this essay it is proposed first to draw the important distinction which exists in practice between the collective and procedure agreements and explain briefly the respective functions of each of these. An examination will then follow of the current legal status of the collective agreement in Great Britain where a discussion and analysis of various aspects of legal non‐enforceability will take place.

Briefly considers the ethical issue of whistle blowing before considering the difficulties whistleblowers face when attempting to find employment, especially in the public sector. Provides some case studies as evidence. Looks at the average age of the whistleblower and the legal battles they often face as other potential factors. Recommends that the best solution is to prevent the need for whistleblowing in the first place and provides some suggestions to help this.

The purpose of this article is to consider junior officers' attitudes towards those in senior positions, and the implications that this has for current debates on improving police leadership.

An ethnographic study of policing underpins the article and theoretically the notion of police culture is used to consider the various ways in which frontline police officers are able to resist or circumvent reforms to which they do not subscribe.

The article finds that frontline officers place great value on being led by senior officers who have considerable direct experience of street level policework. Those officers who have rapidly climbed the promotion ladder, without “serving their time” on the streets, are regarded with some suspicion.

Further analysis of the attitudes of junior officers towards their senior colleagues would be useful, to build on this study to consider the extent to which the attitudes identified here apply to various roles completed by senior officers.

The current agenda of police reform emphasises the benefits to be had from employing leaders who are from outside the British police service. While the suspicion with which such individuals are likely to be greeted by frontline staff is not, in itself, reason to reject such proposals it does indicate that efforts need to be made to bridge the “credibility gap” that seems likely to surround them. The article identifies a number of situations in which junior police officers did not accept the legitimacy of requests made by those of senior rank. It is not argued that leaders and managers were necessarily betraying ignorance of the realities of police work or that they were misguided. However, it is argued that given the continuing high levels of discretion available to police officers in terms of how they interpret their role and operationalise their diverse duties it is important for proponents of police reform to understand the cultural factors that, in part, will determine the ways in which frontline officers will respond to change.

The article presents valuable and original insight into a neglected aspect of debates on police leadership; namely, the perspectives of those who are “followers”. Since British policing has continued to eschew officer‐level entry, the issues raised are vitally important to those seeking to transform police leadership by introducing those from outside the service to senior positions.