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Laura Green, Director of Event Planning at the Nova Waterfront Hotel in Baltimore, had been through the hiring process many times. She was comfortable with Nova's selection and behavioral interviewing processes. They had only interviewed two candidates for the open senior event manager position, yet they had been discussing what decision to make for two and a half hours. Normally, these kinds of meetings wrapped up in 30 minutes with a clear consensus. Today, they were gridlocked, unable to agree on a path forward. Green suggested that they all “sleep on it.” They would get together first thing in the morning, when they were fresh, and decide what to do.

The data for this case were collected via personal interviews with employees of the hotel and from information on the company's website, other company resources, and publicly available information about the company. Only the hotel's name, parent company's name, and people's names have been disguised to protect the confidentiality and anonymity of the individuals. The author has no relationship to the host organization or protagonist.

This case is appropriate for an undergraduate or graduate course in Human Resources Management, Organizational Behavior, or Recruiting and Selection.

This case may be used to illustrate, analyze, and evaluate the selection process and interviewing approaches (e.g. behavioral interviewing). The importance of selection, best practices for selection, candidate assessment methods, best practices for candidate interviews, and common biases which affect the fairness of selection processes are reviewed.

This study aims to make the reader aware of recent changes in the white supremacist movement and how such changes have altered the ways in which the movement can be combatted.

The authors study the movement in two periods: from 1970 to 2005 and from 2006 onward. The authors contrast the two periods and discuss the legal and financial issues within each.

The authors find that while legal concepts such as vicarious liability and respondeat superior apply today just as they did before, new tools are needed to fight the new means of financing the movement.

The main limitation of this study is the lack of quantitative data. Because the “alt-right” became popular around 2015, there has not been enough time for the construction of detailed data sets.

While many law papers have explored the white supremacist movement, the financing side has gone under-analyzed in scholarly research. This is important in light of the rise of the internet, online payment processors, cryptocurrencies and remote organizing and fundraising.

The 2017 Charlottesville rally was organized and financed via podcasts, online forums, encrypted chats and anonymous payments. Since then, the movement has mostly gone underground and has become more violent and radical as many members have come to believe that marches and politics do not help them.

To the best of the authors’ knowledge, there are no papers in finance that deal extensively with this topic. The authors believe that the severity of the issue and the importance of its funding make this study a valuable source of information. The recent changes occurring within the movement are likely to become even more critical to its success or failure in the future.

Additions for use in polyurethane coatings. Angus Chemie GmbH has announced the introduction of two new additions to its product line for polyurethane coatings. Zoldine RD‐20 Reactive Diluent is designed to replace higher viscosity polyols in high solids polyurethane coatings. Zoldine MS‐Plus Moisture Scavenger eliminates bubbles, pinholes, downglossing and hazing in polyurethane coatings to allow for fast cure times in all types of weather.

The purpose of this study is to examine the current state of job announcements relating to sport ticket sales and service positions in the USA.

Content analysis methodology was utilized to examine 733 sport sales job announcements from two subscription‐based sport job websites posted over a six month time period.

Sport sales jobs were geographically clustered with over half of the positions within only eight states, led by California (12.7 percent), New York (9.3 percent), Texas (7.2 percent), and Florida (7.2 percent). The majority of organizations posting jobs were specific teams or integrated sport/entertainment companies owning specific teams (76 percent), followed by media firms (11 percent), outsourced sales firms (6 percent), and sporting goods companies (6 percent). Of the 12 major job types, inside sales positions were the most common (32.3 percent) followed by sponsorship sales (13 percent) and media advertising (12 percent). Logistic regression revealed that directors and non‐entry level hires were more likely to supervise other salespeople and utilize consultative sales techniques, while a strong work ethic and cold calling was sought from entry‐level personnel.

Sport sales hiring managers and sport management academicians can utilize survey results in preparing education and training programs for entry‐level sport salespeople, including the use of experiential learning and sport sales combined.

As the first study to empirically examine the nature of sport sales positions, it provides academicians and future sport management and sales employees with the elements of sport‐related sales most prized within the sport industry.

Unlike multinational companies, small and mid-size enterprises (SMEs) have budget constraints and, thereby, cannot invest heavily in improving the creativity of employees. They look for alternative budget-friendly ways to do the same. The authors of the current paper attempt to identify two psychological-based constructs which positively influence creativity among employees. Both these psychological constructs may be improved among the employees using suitable interventions from the human resource (HR) professionals and line managers working in the organization. This study is an attempt to test the influence of organization-based self-esteem (OBSE) and psychological capital (PC) (both malleable) on creative performance behaviour (CPB) among SME employees.

Validated instruments were used to collect data. Structural equation model (SEM) was used to evaluate the 377 responses collected from the employees working in three SME's in India. All three SMEs work in the area of innovative process design and require a high level of creativity among employees.

PC fully mediates the relationship between OBSE and the CPBs of employees. Employees experiencing higher levels of OBSE will develop higher self-esteem, and these employees will exhibit more creative behaviours, increasing the likelihood of achieving creative results.

This study provides valuable inputs to the creativity literature as it describes the process of how self-esteem influences the creativity of an employee. HR professionals working in SMEs can work on enhancing the OBSE and PC (both malleable) of employees to improve creativity among employees.

To the best of the researcher's knowledge, this is the first attempt to identify frugal ways to improve creativity, especially in SMEs.

On 2 September 2015, it was announced that Tom Ford would again be ‘dressing James Bond’, Daniel Craig, in Spectre (Mendes, 2015) after tailoring his suits for Quantum of Solace (Forster, 2008) and Skyfall (Mendes, 2012). Ford noted that ‘James Bond epitomises the Tom Ford man in his elegance, style and love of luxury. It is an honour to move forward with this iconic character’.

  With the press launch of ‘Bond 25’(and now titled No Time to Die) on 25 April 2019, it is reasonable to speculate that Ford will once again be employed as James Bond’s tailor of choice, given that it is likely to be Craig’s last outing as 007. Previous actors playing the role of James Bond have all had different tailors. Sean Connery was tailored by Anthony Sinclair and George Lazenby by Dimitro ‘Dimi’ Major. Roger Moore recommended his own personal tailors Cyril Castle, Angelo Vitucci and Douglas Hayward. For Timothy Dalton, Stefano Ricci provided the suits, and Pierce Brosnan was dressed by Brioni. Therefore, this chapter will analyse the role of tailoring within the James Bond films, and how this in turn contributes to the look and character of this film franchise more generally. It aims to understand how different tailors have contributed to the masculinity of Bond: an agent dressed to thrill as well as to kill.

The ability of light‐weight all fiber‐reinforced polymer‐matrix composite armor and hybrid composite‐based armor hard‐faced with ceramic tiles to withstand the impact of a non‐Armor‐ Piercing (non‐AP) and AP projectiles is investigated using a transient non‐linear dynamics computational analysis. The results obtained confirm experimental findings that the all‐composite armor, while being able to successfully defeat non‐AP threats, provides very little protection against AP projectiles. In the case of the hybrid armor, it is found that, at a fixed overall areal density of the armor, there is an optimal ratio of the ceramic‐to‐composite areal densities which is associated with a maximum ballistic armor performance against AP threats. The results obtained are rationalized using an analysis based on the shock/blast wave reflection and transmission behavior at the hard‐face/air, hard‐face/backing and backing/air interfaces, projectiles’ wear and erosion and the intrinsic properties of the constituent materials of the armor and the projectiles.

Purpose – This chapter examines Talisman Energy's operations in the Sudan, as part of the Greater Nile Petroleum Operating Company (GNPOC). It seeks to demonstrate that international corporate culture precludes ethical decision-making and practices by placing would-be ethical actors in untenable situations.

Methodology/approach – A case study approach is adopted. It analyses various lawsuits brought against Talisman by the Presbyterian Church of Sudan, who claim that Talisman aided and abetted the government of Sudan in genocide during the various protracted conflicts of a violent civil war.

Findings – By reviewing Talisman's corporate social responsibility reports, we find that locating corporate charters in the hands of nation-states entails an inherent tension that can only be resolved by either implementing an international corporate charter in the case of multinationals, or abandoning the corporate charter altogether

Practical implications – We argue for immediate application of the International Criminal Court in The Hague against corporate enablers of government violence against its peoples.

Originality/value – In the case of Talisman in the Sudan, international corporate culture and lack of support from its operating partners did more than discourage Talisman from implementing ethical practices; it prevented Talisman from acting ethically. In particular, it prevented Talisman from using the economic importance of GNPOC to the government of Sudan to disallow the government from using Talisman's infrastructure or oil revenues in military campaigns against the peoples of Sudan.