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This chapter aims to provide a descriptive analysis and a theoretical interpretation of the challenges for international expansion of four large multinationals of each of the BRIC countries (JBS from Brazil, VimpelCom from Russia, Tata Motors from India, and Lenovo from China).

This study employs a qualitative approach, following a multiple-case study methodology, by analyzing four prominent cases of the internationalization of BRIC multinationals.

The internationalization process of the studied BRIC multinationals was influenced by the type of inputs and resources that each company had in their home country and the search for needed resources in other firms abroad that may have helped them to complement their business assets. The international expansion of these firms have been characterized by overcoming of several obstacles through the possession of firm-specific advantages, mainly composed of managerial capabilities, expertise, and knowledge about the markets and their companies.

The purpose of this paper is to describe the need to integrate staff from a number of services from the public and academic sectors who will be working together in a new joint‐use library. Staff workshops aimed at producing agreed core values were used as a way of starting the process of integration and engaging all staff with the vision of the new library.

The decision to focus on core values and to actively involve staff in their development is explained with reference to other work on vision and values. The format of the workshops is described, and an overview given of the qualitative and quantitative feedback from staff at the workshops, which was used to assess the success of the approach and inform future work, which is briefly outlined.

The paper concludes that the workshops were successful in helping staff start to get to know about each other's services and develop joint values. The opportunity to participate and be consulted by managers was welcomed.

Practical workshops can be an effective way of bringing together staff from different services and organisations and start engaging them with a vision. The authors intend to continue the process by working to embed the values and providing more of these opportunities for their staff, looking next at training needs.

Merging staff from different services can be difficult and threaten the success of joint‐use libraries. As partnership work is increasingly promoted amongst libraries, this case study suggests one effective way of encouraging integration.

Analyses some of the reasons for fatigue and stress among drivers. Contributors to fatigue can be the distance travelled, or sleeping disorders. Contributors to driver stress can include worry and emotional stress, related to work or to life events; or road rage. Identifies ways in which stress, fatigue and road rage can be reduced or avoided. Provides advice for fleet managers on making driving safer.

This article outlines how Centrica, with a workforce of 40,000 people, approached a project to build a technical competence framework for the managers of Centrica’s group financial operation in 2001. Development took six months and 600 employees were involved. As well as John Matchett Limited which provided the system, consultants Moloney and Gealy were used in the later stage of development to refine the competence headings, descriptors and language into its present form. At first there were problems with the online systems but Centrica’s IT systems were modified and the problems were overcome. The system is constantly being improved, particularly in the links to learning and development opportunities, and the use of technical competences will be strengthened in initial recruitment to group finance vacancies. The whole competency concept has taken off at Centrica and, taking their lead from group finance, the marketing, legal and HR functions are all putting their own frameworks in place.

This paper aims to analyze the March 6, 2019 enforcement advisory in which the Division of Enforcement (Division) of the US Commodity Futures Trading Commission (CFTC or Commission) announced that it will work alongside the US Department of Justice (DOJ) and other agencies to investigate foreign bribery and corruption relating to commodities markets.

This paper explains the enforcement advisory and outlines key considerations for industry participants and their compliance teams, including the CFTC’s plan to investigate in parallel with other enforcement authorities, an expansion of the CFTC’s existing self-reporting, cooperation and remediation policy to address foreign corruption and the CFTC’s focus on market and economic integrity, and provides guidelines for commodities companies concerning anti-corruption compliance and training programs, investigating potential incidents of bribery and corruption, reporting obligations under the Commodity Exchange Act (CEA) and CFTC regulations, voluntary reporting of incidents of foreign corruption and whistleblowing.

The CFTC announcement adds a new dimension to an already crowded and complex landscape for anti-corruption enforcement. A range of industries, including energy, agriculture, metals, financial services, cryptocurrencies and beyond, must now consider the CFTC and the CEA when assessing global compliance and enforcement risks relating to bribery and corruption.

Expert guidance from lawyers with broad experience in white collar defense, investigations, financial services, securities, commodities, energy and derivatives.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

The purpose of this paper is to reexamine exploration-exploitation’s reciprocality in organizational ambidexterity (OA) research. OA figures prominently in a variety of organization science phenomena. Introduced as a two-stage model for innovation, theory specifies reciprocal reinforcement between the OA processes of exploration (eR) and exploitation (eT). In this study, the authors argue that previous analyses of OA necessarily neglect this reciprocality in favor of conceptualizations that conform to common statistical techniques.

The authors propose joint-variance (JV) as a soluble estimator of exploration–exploitation (eR-eT) reciprocality. An updated systematic literature synthesis yielded K = 50 studies (53 independent samples, N = 11,743) for further testing.

Three primary findings are as follows: JV reduced negative confounding, explaining 45 per cent of between-study variance. JV quantified the positive confounding in separate meta-analytic estimates of eR and eT on performance because of double-counting (37.6 per cent), and substantive application of JV to hypothesis testing supported OA theoretical predictions.

The authors discuss practical consideration for eR-eT reciprocality, as well as theoretical contributions for cohering the OA empirical literature.

The authors discuss design limitations and JV measurement extensions for the future.

Learning in OA literature has been neglected or underestimated.

Because reciprocality is theorized, yet absent in current models, existing results represent confounded or biased evidence of the OA’s effect on firm performance. Subsequently, the authors propose JV as a soluble estimator of eR-eT learning modes.