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The popular reflow day was repeated at Henley and commenced with Mike Judd giving an overview of current reflow techniques.

Misconduct by lawyers in law firms is often attributed to pressures from increasing competition for legal services. Modern firms do face fierce competitive pressures. We can gain more subtle insights, however, by focusing on the specific markets in which particular firms operate and how forms of influence in law firms interact with common patterns of behavior in organizations. This chapter draws on this approach to analyze the experience of Jenkens & Gilchrist, a national law firm that had to close its doors in 2007 because of tax shelter work that triggered civil lawsuits and government investigations.

Purpose – This study demonstrates that serious episodes of presidential ill health can have positive impacts on role performance.

Design/methodology – The author utilizes both primary source materials (personal interviews with White House physicians and several other physicians who treated Reagan at the hospital, and the writings of key Reagan aides and family members) and secondary source materials (writings of political scientists, historians, and journalists).

Findings – Reagan was at first in critical condition. It was then that his Secretary of State appeared to make a bold grab for power, an act that contributed materially to the end of his political career. Additionally, the administration’s failure to invoke the presidential disability amendment allowed the official chain of command to be in doubt. Finally, the significant increase in Reagan’s popularity that flowed from his light-hearted demeanor after he was shot is examined here in terms of the President’s subsequent legislative successes.

Originality/value – This study suggests strongly that Reagan’s impressive legislative achievements in mid-1981 were due significantly to his heroic response to having been shot.

Computer simulation is a test-bed for research that began in the 1970s, grew tremendously in popularity in the 1990s, and has since continued to mature in complexity and realism. When computer simulations were in their infancy, their biggest advantage was the ability to have complete control over the environment in which the simulation took place. Missions could be changed from daylight to twilight with a few keystrokes. Weather conditions could be altered or inserted based on the needs of the experiment. Perhaps most importantly, the landmasses in which the simulations took place were boundless, in their cyber world.

This editorial aims to provide an overview of the current state of research in the UK and proposes some future directions for research for family business scholars.

This article is an editorial with commentary about recent developments in understanding research gaps in the field of family business research.

The paper discusses the areas where future research in family business is required focusing on three levels: the organization; the individual; and the community.

The paper suggests that there are many unanswered questions which merit further and future research.

The future of family business research is not in question. The paper posits that there are areas of study in family business which may particularly benefit from taking a cross‐disciplinary approach and suggests that family business researchers might consider exploring theory in the entrepreneurship, small business, sociology, economics and industrial relations areas to gain insights and support for theoretical development in family business.

This article highlights recent UK‐focused discussions regarding the future research directions and gaps in family business research. It suggests there are some emerging areas which require renewed focus particularly related to strategic decision making in family businesses from the organization, individual and social/community perspectives.

This study examines how highly disruptive issues cause profound dissonance in societal members that are cognitively and emotionally invested in existing institutions. The authors use PETA’s (People for the Ethical Treatment of Animals) entrepreneurial advocacy for animal rights to show how this highly disruptive issue interrupted and violated taken-for-granted interpretations of institutions and institutional life. The authors compare 30 YouTube videos of PETA’s advocacy to explore pathways to effective sensegiving and sensemaking of highly disruptive issues. The findings augment the analytical synergy that exists between sensemaking and institutional analysis by unpacking the micro-level dynamics that may facilitate transformational institutional change.

Examines the role of benchmarking within the small hospitality sector. Argues that there is considerable potential for improving service quality by this means, not only in the small businesses themselves, but also in tourist destinations, which often depend heavily on this sector. While benchmarking activity is growing in large organizations, there has been limited application among small hospitality businesses. Examines the reasons for this, and discusses how benchmarking, linked to external awards and grades, can offer advantages and bring about improvements in competitiveness for both small hospitality businesses and destinations. Consumers also benefit through clearer indication of the service likely to be offered, so that their service expectations are more likely to correspond with performance, and their satisfaction with the destination to be increased. Argues that external benchmarking needs to be directed by local authorities, so that it matches the destination’s planned strategic development.

Although technology makes communication technically instant and infinite, old‐fashioned one‐to‐one is still best for building relationships. Networking is one of the best ways to expand business. People join forces for bigger schemes than they could manage individually. This has now extended beyond individuals. Two or more companies will join, share and co‐operate for joint ventures. This article describes a corporate leadership project jointly run by a management consultancy, a business school and an outdoor activities provider. Their different approaches, which might have been considered as in competition with each other, were blended to provide something brand new, that could not have happened with any one of the organisations without the others. All three have also been able to expand their own market through new contacts. This type of joint enterprise, a mixture of co‐operation and competition, is called co‐opetition.