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Reconstructability analysis (RA) is a method for detecting and analyzing the structure of multivariate categorical data. While Jones and his colleagues extended the original variable‐based formulation of RA to encompass models defined in terms of system states, their focus was the analysis and approximation of real‐valued functions. In this paper, we separate two ideas that Jones had merged together: the “g to k” transformation and state‐based modeling. We relate the idea of state‐based modeling to established variable‐based RA concepts and methods, including structure lattices, search strategies, metrics of model quality, and the statistical evaluation of model fit for analyses based on sample data. We also discuss the interpretation of state‐based modeling results for both neutral and directed systems, and address the practical question of how state‐based approaches can be used in conjunction with established variable‐based methods.

This paper examines ambush marketing activities and their effects upon UK football-oriented consumers. It questions previous definitions of ambush marketing and proposes one more relevant for today. The research focuses upon the identification of 'event-connected brand recognition' achieved by sponsor versus ambush brands and the role of 'event involvement' as a driver of this. The research employs a pre- and post-event design that aims to track consumer recognition of predesignated brands. Results give initial indications that consumers can discern differences between the two forms of activity and that high event involvement increases recognition. This paper contributes towards the debate about a change in the definition of ambush marketing against the backdrop of increasing media saturation surrounding major sporting events, and suggests that a more relevant descriptor would be 'parallel event marketing'.

The Godfather theory of management is a power and control model of leadership. Explains a process whereby leaders can move a dysfunctional and subversive organization into the realm of a quality organization. Although the theme of the article is based on the Godfather series of motion pictures, the reality of the management style focuses on principles of organizational behaviour. The author continually stresses that Godfather Management is transitional management and cannot sustain itself over an extended period of time. Provides a model to assist leaders in the retention, the selection, and the elimination of individuals within either the organizational structure or the leadership team. Discusses a systematic method for new leaders to initially assess the organizational culture and to make the changes necessary for long‐term success.

What is it about academia anyway? We profess to hate it, spend endless amounts of time complaining about it, and yet we in academia will do practically anything to stay. The pay may be low, job security elusive, and in the end, it's not the glamorous work we envisioned it would be. Yet, it still holds fascination and interest for us. This is an article about American academic fiction. By academic fiction, I mean novels whosemain characters are professors, college students, and those individuals associated with academia. These works reveal many truths about the higher education experience not readily available elsewhere. We learn about ourselves and the university community in which we work.

The purpose of this paper is to suggest that the environment in which law enforcement officers operate is a main source of their job satisfaction, which is related to their overall work performance. In this line of research, a recent study by Johnson (2015) examined the organizational, job, and officer characteristics that may predict a police officer’s organizational commitment.

The current study replicates and extends the analyses performed in that study using an alternative data source to understand the influence of these measures on sheriff deputies’ organizational commitment during their organization’s shift to community-oriented policing.

Our results, while similar to those of Johnson (2015), revealed some unique findings. For example, in the current analyses, several organizational- and job- factors were significantly associated with deputies’ commitment to the sheriffs’ office. Specifically, deputies who report receiving higher supervisor feedback, higher peer cohesion, higher job variety and autonomy, and lower job-related stress were more highly committed to their law enforcement agency.

Key implications emerge for police administrators aspiring to influence employee organizational commitment during major agency shifts.

Overall, the present paper largely supports and progresses the findings of Johnson (2015) by extending them to sheriffs’ deputies, who are still largely underrepresented in policing research, and to an agency undergoing a dramatic organizational change. As such, the present study represents an important next step in understanding the factors that influence organizational commitment in law enforcement organizations.