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Continuous learning is one of the key differences between successful and unsuccessful businesses operating in the same environment. The successful business is organized to take advantage of the learning opportunities of each employee and to share insights quickly and effectively throughout the business. And in retail every encounter with a customer is an opportunity for learning. A case study of a major Australian retail hardware chain attempted to identify the characteristics of a learning organization.

This study aim to examine the themes of moral disengagement (MD) and engagement in reasoning regarding a putative governmental right to kill innocent civilians when fighting terrorism.

In total, 147 participants from Israel, 101 from the USA and 80 from South Africa provided quantitative rating scale responses and qualitative explanations about such a putative right. Qualitative responses were coded for presence or absence of indices of MD and engagement.

In ANOVAs by gender and country, men scored higher than women on rating scale scores indicating support for the right; there were no significant national differences on these scores. Chi-square analyses with the coded qualitative responses indicated more men than women gave morally disengaged responses, proportionately more South Africans than Israelis provided morally disengaged responses and proportionately more South Africans and Americans than Israelis provided morally engaged responses. Pearson correlation analyses indicated that MD was positively correlated with rating scale scores and moral engagement was negatively related to rating scale scores in all three countries.

Regarding limitations, it is difficult to know how the omission of qualitative explanations of rating scale responses by many participants influenced the statistical findings – or how to interpret the more restricted level of qualitative responses in Israel and South Africa as compared to the USA.

Programs designed to counteract MD have the potential for helping reduce support for war and its inhumanities across diverse nations.

This is the first study on MD to compare American, Israeli and South African perspectives on the justifiability of human rights violations in the war on terror. The findings go beyond earlier studies in finding gender differences in MD that occurred across three very different nations in three very different parts of the world.

This chapter examines the influence of the Federalist Society for Law and Public Policy on some of the most important Supreme Court decisions of the past three decades. Mobilizing the epistemic community framework, it demonstrates how network members, acting as amici curiae, litigators, academics, and judges worked to transmit intellectual capital to Supreme Court decision makers in 12 federalism and separation of powers cases decided between 1983 and 2001. It finds that Federalist Society members were most successful in diffusing ideas into Supreme Court opinions in cases where doctrinal distance was greatest; that is, cases where the Supreme Court moved the farthest from its established constitutional framework.

This paper examines existing concepts of the leadership development of high potential managers and aims to take a step further toward them understanding their leadership development within the context of the working environment and gain a more developed self‐awareness. Once armed with this greater sensitivity, the way they choose to use it is surprising. Specifically, several waves of carefully screened participants holding a full leadership portfolio and attending a specific and focused program – the Integrated Leadership Development Program (ILDP) – are studied. After leadership training, field experience and reflective journal keeping, the participants produced a wide range of qualitative feedback to be set alongside that of their peers and subordinates. The experiences of the 216 study participants and the leadership traits they revealed are reined in on the Leadership Discretion model to assess the similarities and differences between four defined categories of leader. The majority of participants reported benefit from an increased self‐awareness, particularly in terms of being more conscious of and thoughtful regarding their impact on others. A minority sported the tendency to covet and collect more control.

It is widely recognized by scholars that superhero stories tend to glorify vigilante justice; after all, these stories often maintain that extralegal acts of violence are necessary for combatting existential threats to personal and public safety. This scholarly common sense fosters a widespread dismissal of superhero stories as uncomplicated apologia for an authoritarian politics of law and order that is animated by hatred of unpopular people and ideas. However, some prominent contemporary Batman stories, including those told in the graphic novels of Grant Morrison and in the blockbuster movies of Christopher Nolan, are ambivalent: in their portraits of Batman and Joker as dark twins and secret colleagues, these stories both legitimize and challenge the countersubversive politics of American law and order.

The purpose of this study is to understand the destination image perceptions about Australia – a Western culture country – as held by the rapidly increasing, high spending, culturally dissimilar new segment of travellers, the Emiratis[1] from the United Arab Emirates (UAE).

A qualitative methodology was used to understand the cognitive, affective and conative images of Australia. A structured categorisation matrix was used to analyse the data so that only aspects fitting the matrix were selected.

Within the cognitive variable, Australia was found to be pleasant, family oriented, a fun place, laid back and the local people friendly. From an affective factor perspective, Australia was seen as being exciting, because of the variety of activities available for these tourists. Exciting was expressed by words like fantastic, amazing and extreme experience. In terms of the conative variable most of the Emirati tourists expressed strong feelings to go back to Australia and to even re-visit with friends. They also mentioned that they would recommend Australia to family and friends.

A limitation of this study was that our sample comprised informants mainly from the Emirates of Abu Dhabi and Dubai, the two largest Emirates of the nation. The study offers destination marketing organisations’ (DMOs) insights into Emirati travellers’ perceptions about Australia, which would benefit destination marketing.

This study examines the under researched area of how Australia – with its liberal Western culture – could be better marketed to the growing numbers of culturally conservative, high spending Emirati outbound tourists from the officially Islamic UAE, and also more generally to the socio-culturally homogeneous Gulf Cooperation Council region that the UAE is part of. Whilst destination image is an intensively analysed topic within the realm of tourism research, and reportedly a powerful influence on destination choice, the extant literature on how Australia is perceived as a travel destination by Emiratis is scant. For DMO’s attempting to attract wealthy Emirati tourists into Australia, this research is valuable and timely, as several Emiratis are seeking newer travel destinations away from the Western hemisphere, where the general anti-Arab/Islamic sentiments are currently quite strong.

The purpose of this paper is to present a retrospective of the career life of Michael Driver, from the time of his Princeton graduate studies and early faculty years at Purdue University through the over three decades he spent at USC.

The history and development of his theoretical and research interests are presented, as well as the many contributions he made to both management consulting and the education of MBA students. His 1970s role in the founding and development of the Careers Division of the Academy of Management and his contributions to career research are highlighted and illuminate one of the critical periods in the renewal of the field. His orientation towards complexity and integration stand out as characteristics that positively impact theory building and research.

Michael Driver's career life was one of depth, scope, growth, and continuity. As a humanist, he would want us to not only continue our pursuits to better understand the complexities of human behavior, but to integrate them into something more meaningful.

This retrospective provides insight into the history and development of Mike Driver's theoretical and research interests and underscores his many contributions. The essay also highlights the history of career studies during the renewal period of the 1970s and 1980s. Hopefully, Mike Driver's legacy will inspire younger scholars to extend the field and carry it forward.

Corporations must routinely ask “how should we allocate existing financial and human resources among our brands to grow shareholder value?” Firms should focus on getting the most from existing brands through better organizing and managing brands and brand inter‐relationships within the existing portfolio. “Brand architecture” is the way a company organizes, manages, and markets their brands. It must align with and support business goals and strategies. Different business strategies require different brand architectures. The two most common types are: “Branded house” architecture – employs a single (master) brand to span a series of offerings that may operate with descriptive sub‐brand names and “House of brands” architecture – each brand is stand‐alone; the sum of performance of the independent brands is greater than they would be if under a master brand. Neither type is better than the other. Some companies use a mix of both. The key is to have a well‐defined brand architecture strategy. Steps to maximize brand architecture: take stock of your brand portfolio from the perspective of customers because their view is the foundation for your strategy; do “brand relationship mapping” to identify the relationships and opportunities between brands across your portfolio. Check for these criteria: the perceived or potential credibility of the brands in that space – the perceptual license; whether or not the company currently has or can develop competencies in that space – the organizational capabilities; and whether the size and current or potential growth of the market is significant enough to merit exploitation and investment – the market opportunity. Mine the opportunities where all three criteria are met (aka, the “sweet spot”). Or use these innovative strategies if all criteria do not intersect: “pooling” and “trading,” branded partnerships’, strategic brand consolidation, brand acquisition, new brand creation. Continuously emphasize the portfolio‐wide thinking and business‐wide implications of brand‐oriented decisions. Create a brand council. When managed strategically and used as a structure to anticipate future business and brand needs, concerns, and issues, brand architecture can be the critical link to business strategy and the means to optimize growth and brand value.