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The chapter explores the role of law in society and its relation to ethical conflicts as reflected through the prism of the film The Third Man. By focusing on the complexities of life in post-war Vienna, the film exposes dilemmas that prevail in ordinary times and in functioning democracies as well. Our analysis suggests that one way to manage these dilemmas and balance the conflicting loyalties and interests they raise is to sustain open channels between the law and other narrative-generating practices from which normative stances are evaluated. The law-and-cinema discourse is one such channel and The Third Man presents, in our eyes, the vitality of that channel, due to its rich aesthetical language and its unique representation of the ethical tensions (and their consequences) in the modern era.

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

This paper uses archival documents to begin to recover a history of women’s leadership in the advertising industry. In particular, this paper aims to identify the leadership styles of the first five presidents of the New York League of Advertising Women’s (NYLAW) club. Their leadership from 1912 to 1926 set the course for and influenced the culture of the New York League. These five women laid the foundations of a social club that would also contribute to the professionalization of women in advertising, building industry networks for women, forging leadership and mentorship links among women, providing advertising education exclusively for women and, finally, bolstering women’s status in all avenues of advertising. The first five presidents were, of course, different characters, but each exhibited the traits associated with “transformational leaders,” leaders who prepare the “demos” for their own leadership roles. The women’s styles converged with their situational context to give birth to a women’s advertising club that, like most clubs, did charity work and hosted social events, but which was developed by the first five presidents to give women the same kinds of professional opportunities as the advertising men’s clubs provided their membership. The first five presidents of the Advertising League had strong prior professional credibility because of the careers they had constructed for themselves among the men who dominated the advertising field in the first decade of the 20th century. As presidents of the NYLAW, they advocated for better jobs, equal rights at work and better pay for women working in the advertising industry.

This paper draws on women’s advertising archival material from the Schlesinger Library, Radcliffe and Wisconsin Historical Society to argue that the five founding mothers of the NYLAW provided what can best be described as transformational feminist leadership, which resulted in building an effective club for their members and setting it on a trajectory of advocacy and education that would benefit women in the advertising industry for the next several decades. These women did not refer to themselves as “leaders,” they probably would not have considered their work in organizing the New York club an exercise in leadership, nor might they have called themselves feminists or seen their club as a haven for feminist work. However, by using modern leadership theories, the study can gain insight into how these women instantiated feminist ideals through a transformational leadership paradigm. Thus, the historical documents provide insight into the leadership roles and styles of some of the first women working in American advertising in the early parts of the 20th century.

Archival documents from the women’s advertising clubs can help us to understand women’s leadership practices and to reconstruct a history of women’s leadership in the advertising industry. Eight years before women in America could vote, the first five presidents shared with the club their wealth of collective experience – over two decades worth – as advertising managers, copywriters and space buyers. The first league presidents oversaw the growth of an organization would benefit both women and the advertising industry when they proclaimed that the women’s clubs would “improve the level of taste, ethics and knowledge throughout the communications industry by example, education and dissemination of information” (Dignam, 1952, p. 9). In addition, the club structure gave ad-women a collective voice which emerged through its members’ participation in building the club and through the rallying efforts of transformational leaders.

Historically, the advertising industry in the USA has been “pioneered” by male industry leaders such as Claude Hopkins, Albert Lasker and David Ogilvy. However, when the authors look to archival documents, it was found that women have played leadership roles in the industry too. Drawing on historical methodology, this study reconstructs a history of women’s leadership in the advertising and marketing industries.

This paper helps to understand how women participated in leadership roles in the advertising industry, which, in turn, enabled other women to build careers in the industry.

Research on work status differences has yielded inconsistent results and is not relevant for today's workforce, economic circumstances, or the changing nature of work. Inconsistencies may be due to substantial heterogeneity, rather than homogeneity, within each group (part-time (PT) and full-time (FT)). Thus, researchers created a PT worker typology based on demographics and personal life roles. Systematic differences in attitudes and behaviors across derived groups of PT workers were found. The purpose of the current study is to test the applicability of this PT worker typology on FT workers and to extend the typology's foundational theory, partial inclusion theory (PIT).

The current study employs cluster analysis on three diverse samples (n=3,747) to establish a basis for the generalizability of the FT typology.

Strong support was found for a similar, but distinct, FT employee typology. Attitudinal and behavioral differences were also found among the various FT groups which were similar to the differences found among the PT groups.

The current study has implications both for the application of PIT as well management and human resources. Targeted wellness and retention programs can be designed for various groups of FT employees, including scheduling flexibility and benefit plans.

This is one of the first studies to examine the heterogeneity of the FT workforce, understanding that FT workers also have substantial life roles outside of work that likely affect their involvement and attitudes at work.

It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the difficulty of leading global change. And yet, there is surprisingly little research at the intersection of global change and global leadership to guide practitioners. To fill this crucial gap, we provide a helpful framework for global leadership practitioners and scholars that emerged from a qualitative study of success factors in leading effective global change initiatives. We employed a comparative case study methodology to examine strategies and processes used by leaders of successful corporate and NGO global change projects. After comparing multiple cases of successful and unsuccessful global change initiatives in four organizations, we concluded that effective global change requires leaders to pay attention to 14 success factors categorized into three key design imperatives: (1) participatory process, (2) representative leadership, and (3) nested implementation. Participatory process consists of these success factors: (1) establish a clear vision, (2) ensure a collaborative start, (3) invite to the table as equals, (4) seek ideas from outside headquarters, (5) recognize and celebrate others, and (6) build systems for interdependence and accountability. Representative leadership includes: (7) create local leadership, (8) enable knowledgeable leadership, (9) empower willing leadership, and (10) develop bridge people. Nested implementation is composed of: (11) leverage formal communication channels, (12) attend to individual needs via interpersonal communication, (13) set global standards with local flexibility, and (14) test for regional credibility. We discuss these factors in light of existing literature and identify the implications and new horizons for global leadership theory and practice with respect to leading global change.

The purpose of this paper is to review proposed methods to reduce corporate short‐termism – a private sector obsession with short‐term profit and a neglect of true long‐term value creation – via a systems thinking analytical framework.

This paper identifies five often cited causes of corporate short‐termism directly affecting managers, including: pressure from Wall Street; ill‐aligned executive compensation; arrested executive capabilities; weak corporate governance; and ill‐aligned regulatory policy. It then compares those issues to generic system archetypes, and evaluates proposed solutions by contrasting them with typical solutions relating to specific archetypes.

This study suggests a majority of the solutions are well proposed and identifies strong leverage points where managers may intervene. It also finds that several proposed solutions are susceptible to complications, especially those relating to executive compensation, board empowerment, and regulatory structures. It also notes several additional points of leverage not yet fully explored, especially relating to deterring shareholder pressure and executive compensation structures. Finally, it suggests too little attention is being given toward a culture supportive of short‐termism, and argues that emphasizing solutions that engage stakeholders is important for sustained success.

For managers seeking to reduce corporate short‐termism, this paper suggests several key levers that may be used to intervene within their environment.

Few works have tested system‐wide solutions to corporate short‐termism using a system thinking foundation. This original work fills that unmet need.

TCS (previously the Teaching Company Scheme), claimed to be the UKs premier technology transfer mechanism, employs recent graduates to improve the competitiveness of primarily small and medium‐sized enterprises. The data are drawn from the author's experience of acting as academic supervisor on a two‐year TCS programme in PaperProds. Structuration theory acts as a “sensitising device” to the way in which the actions and discourses of owner‐managers in small firms exercise power. The author demonstrates the way in which managerial concerns with the “bottom line” gradually subverts broader conceptions of company “competitiveness” which include improving the skills, knowledge and commitment of shopfloor employees. In this particular programme the TCS associate found that he constantly had to reconcile the managing director's view that workers were disposable factors of production with his own implicitly “humanist” perspective.

It is common in discussions about human resource management (HRM) to distinguish between “rhetoric” and what is regarded as a clearly separate “reality”. This is naïve in that it fails to recognize the way those researching the human aspects of management and those practically involved in it influence each other. It also fails to recognize the power of recent developments in social science theorizing which focus on the relationship between discourse and action. The concepts and language of HRM are perhaps most usefully seen as discursive resources which both managers and academic writers make use of – or refuse to make use of – in their occupational practices. Illustrates this argument with ethnographic material gathered in an organization in which many of those activities frequently labelled “HRM” occur but where the notion of HRM is not used. The dog does not bark.

In this chapter we reinvigorate socialization as a theoretical framework for studying gender and sexuality, and we do so by focusing attention on the sexual socialization of young children. We provide an overview of the literature on the sexual socialization of young children. We discuss why researchers should be interested in childhood sexuality, and the role of parents, peers and schools, and the media in sexual socialization. We also address three overarching issues: methodology, the hegemony of heterosexuality, and child sexual abuse. Throughout, we suggest and organize some of the empirical questions that form a research agenda for those interested in this topic.

The paper aims to explore themes in Drucker's work which provide messages for current turbulent times. Based on a literature review of both Drucker's work and contemporary studies in the field of complexity theory the paper's aim is to explore turbulence as a feature of levels of agreement for objectives and predictability of outcome. Drucker's concept of management as a social enterprise is seen as central together with his warning that the tools and techniques of management should not obscure its purpose.

The paper provides a literature review and a brief case study. The review identifies that contemporary complexity theory can be used to explore Drucker's work on turbulence. The case study shows how approaches based on dialogue can enable conflicting objectives to be explored and agreed outcomes achieved.

The paper concludes that in turbulent times Drucker's concept of management as a social enterprise forms a core framework that can be used within complex situations to agree objectives through dialogue.

This paper uniquely links Drucker's work with contemporary complexity theory.