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Elaborates on forthcoming change in the US telecoms industry. Wonders how competitors will be allowed to compete. Urges that regulators must focus on protecting competition and not competitors. In conclusion, reckons that consumers are best served by laws and regulations that protect the competitive process – not the competitors themselves.

Failures may lead to ultimate success in both nature and business. Just as dynamic ecosystems depend on death to replace senescent organisms with vigorous growth, the termination of uneconomic activities is essential to wealth creation. This paper explores the benefits of failures, and uses aspects of the analogy between death and business failure to analyze how failures in business economize upon resources and lead to better firms and greater efficiencies. A distinguishing feature of our work is the analytic use of competitive markets to provide insights into the processes of success and failure. Recognizable patterns of business failures are discussed in an effort to provide entrepreneurs and managers with a basis for understanding and acting upon changing circumstances.

Firms are increasingly resorting to responsible supply chain management as they align their economic success with socially responsible initiatives in their value chain. This contribution aims to suggest that there are opportunities for global corporations who are keen on integrating responsible practices into their business operations. It is in their interest to report about their responsible supply chain management, social performance and sustainable innovations to their stakeholders.

This paper identifies future research avenues in the promising areas of responsible procurement and global supply chain management.

The corporations’ differentiated strategies as well as their proactive engagement in responsible supply chain management can lead them to achieve a competitive advantage in the long term. The low-cost producers may be neglecting the marketplace stakeholders, including suppliers, distributors among others. Moreover, the smaller businesses’ could not be in a position to follow responsible procurement practices, as they may lack the scarce resources to do so.

This paper raises awareness about the integration of socially responsible behaviours and sustainable practices in business operations. It contends that a responsible supply chain management necessitates an improved relationship with suppliers and distributors in the value chain. This stakeholder engagement with ultimately create value to the businesses themselves.

This paper aims to substantiate the mechanism through which corporate social responsibility (CSR) affects financial performance (FP). Specifically, this paper focuses on the moderating effect of visibility and mediating effect of reputation in the relationship.

This paper investigates 175 Korean firms from 2010 to 2012 that have been listed in the Korean Economic Justice Index for all three years. The hypotheses are tested using various measures of visibility and the Korea’s Most Admired Company index as proxy for reputation. The logistics regression and the ordinary least square are used.

This paper initially demonstrates that the visibility moderates the correlation between CSR and reputation. On this finding, it further proves that CSR has positive effect on the long-run FP, measured in the Tobin’s Q, both directly and indirectly through reputation. However, the influence is irrelevant in the short run. In sum, visibility moderates the correlation between CSR and reputation, which mediates the CSR-FP relationship in the long run.

This paper argues for the importance of visibility in practicing CSR, especially when reputation building and financial benefit is sought through CSR.

Despite its strategic importance, the visibility of CSR has not been sufficiently studied. Moreover, as scholars have recently suggested that the CSR–FP relationship is rather indirect, there is even more significance in investigating the moderating and mediating variable. Hence, with the intuitive results, this paper lays an integral foundation in the literature.

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article examined corporate culture and its affects on employees when two companies merge and considered the importance of lucid communication throughout the process. Part 2 of the article addresses the critical issue of stress, which is an outcome within the new and uncertain environment. Finally, the article concludes with the process of managing and strategy throughout the phases, giving guidelines that managers and CEOs should follow in the event of an M&A. Furthermore, the five major sections (communications, corporate culture, change, stress, and managing/strategy) are sub‐divided into three sub‐sections: pre‐merger; during the merger; post‐merger. This is intended to further assist managers and CEOs distinguish the important issues facing employees at each of the three junctures of the M&A process.

Mergers and acquisitions (M&As) are becoming a strategy of choice for organizations attempting to maintain a competitive advantage. Corporations spend billions of dollars annually in pursuit of this strategy; the success rate, however, is less than commendable. Research offers a number of potential determinants for this success rate. Receiving increased attention and research, organizational culture is one factor identified as a potential catalyst to M&A success. This article reviews related literature to identify some underlying reasons why organizational culture is an important factor in regard to the success rate of M&As. Specific emphasis is placed on cultural implications to consider prior to the merger or acquisition (event) and implications to consider subsequent to the event. Strategic alternatives suggested by researchers in organizational change, organizational strategy, and organizational development/ management research are also synthesized in an attempt to offer a comprehensive perspective on ways that organizations might improve the success rate of M&As.

Using technology to meet national security expectations and requirements is not new. Nations attempt to strike a balance between security and the (expressed or otherwise) privacy needs of citizens. Attacks (physical or cyber) on citizens shift the equilibrium point towards security. In contrast, civil liberties organisations act to preserve or increase privacy. The purpose of this paper is to explore Australian attitudes towards privacy and surveillance during the COVID-19 pandemic. In addition, this paper aims to discover what (if any) factors contribute to societal acceptance of privacy encroachment implicated by surveillance programs.

Data collection occurred during 2021 using a cross-sectional survey comprising a variety of self-assessment questions. In addition, anchoring vignettes were introduced as a means of contextualising complex concepts, i.e. privacy and security. Finally, latent class analysis (LCA) was used to identify homogenous patterns within the data, referred to as “classes” for the analysis of trust.

First, the survey revealed that citizens appear to be unconcerned about surveillance in public and private spaces (although this may be a temporary effect resulting from the pandemic). The potential for identification, however, does raise concerns. Second, LCA surfaced a specific group that were more likely to trust entities and showed less concern about surveillance in society. Finally, even this latter group displayed a “trust deficit” in specific organisations (private businesses and social media firms).

The tension between security and privacy remains, even in a post-pandemic world; therefore, the authors consider that the results, whilst interesting, are preliminary. Notwithstanding this, the findings provide insight into Australian attitudes towards privacy and surveillance and, consequently, provide input into public policy.

This is the most recent survey of the Australian public concerning this issue. The analysis of the effect of the pandemic on attitudes provides further value.

Endeavours to determine the physiological and perceptual responses to forearm cold water immersion as influenced by the use of an experimental fireproof carbonaceous insulation (ECI), Thinsulate (a commercial insulation), and Nomex flight gloves. The primary objective was to determine if ECI could provide adequate protection from cold water immersion while providing superior protection from fire. Physiological responses including rectal and skin temperatures to –1 degree C water were recorded. Perceptions of thermal discomfort and grip strength were also measured. The experimental carbonaceous insulation was able to provide better thermal protection as evidenced by significantly higher skin temperatures than the Thinsulate. Subjects perceived the Thinsulate gloves to be only slightly more comfortable than the ECI gloves. Both ECI and Thinsulate provided negligible loss of grip strength. The Nomex gloves provided virtually no thermal protection and substantial loss of grip strength post‐immersion.

Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.

This paper explores the debate on emerging career forms, focusing on the notion of portfolio working. It comments that while the language used about careers is changing, there is a dearth of empirical studies about career trends. This study focuses in depth on a group of ex‐public sector managers who have left organisational employment for independent working. Drawing inductively on the interviews with them, the paper seeks to explore how they account for this move. It concludes that there is more evidence of push from the organisation than the intrinsic pull of portfolio working. However, once involved in this way of working most people become more reconciled to it.