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An examination of select recent (since 1995) US restaurant guidebooks. Although most provide basic information, they vary in areas they cover, intended audiences and types of restaurants included. Very few of them cover regional food or go much beyond the most basic information. This select annotated bibliography is an attempt to sort them out.

The COVID-19 pandemic has necessitated the introduction of extra-ordinary restrictions to mitigate its spread. Authorities rely on the public's voluntary willingness to obey these restrictions, yet the intrusive nature of these measures may lead some people to believe that authorities are overstepping the limits of their rightful power (i.e. bounded-authority). This paper applies the bounded-authority framework to the COVID-19 context to understand the factors associated with the public's duty to obey authorities during COVID-19.

This paper utilizes survey data from 1,582 individuals to examine what factors drive COVID-19-related bounded-authority concerns, and in turn, how bounded-authority concerns may impact one's duty to obey authorities during COVID-19.

Results show that worry about freedom loss, opposition to surveillance tactics, police heavy-handedness and perceptions of procedural injustice from police during the pandemic all drive bounded-authority concerns. Findings also reveal that bounded-authority concerns are associated with reduced duty to obey and mediate the relationship between procedural justice and the duty to obey authorities' enforcement of COVID-19 restrictions.

Findings reveal new evidence about the bounded-authority framework and the public's duty to obey authorities, with implications for the COVID-19 context and beyond.

The purpose of this paper is to provide concrete examples of what leadership behaviors and strategies look like in high-poverty urban schools in Chicago that are successful at improving student outcomes. The authors compared the strategies used by principals who were rated by their teachers on annual surveys as being strong instructional leaders but had varying success in improving student outcomes for comparison.

This paper is part of a larger mixed-methods study exploring the link between leadership and student learning. For the qualitative portion of the study, the authors utilized a contrasting case study design (Merriam, 1998) to distinguish leadership practices in schools with improvements in student achievement from practices in schools with stagnating or declining student achievement. The authors conducted case studies in a total of 12 schools–6 schools with improving student achievement and 6 schools with stagnating or declining student achievement. For brevity, the authors chose 4 schools to highlight in this manuscript that best illustrate the findings found across the full sample of 12 schools. The authors coded each interview using both inductive and deductive coding techniques.

The study findings indicate that there are subtle but important differences between the strategies principals in improving and contrast schools use to lead school improvement efforts. Principals in improving schools were able to create learning environments where staff were open to new ideas and work together towards goals. Principals in improving schools were also more likely to create structures that facilitated organizational learning than principals in contrast schools.

This study is unique because the authors provide concrete examples of what principals do in their schools to help create strong learning climates that foster organizational learning and improvement. The authors also identify differences in leader practices and structures in schools that are having a harder time making improvements for comparison. The study findings can be used by principals and other educators to better understand which of their various efforts may result in stronger school cultures conducive to organizational learning as outlined in Louis' and colleagues' work.

This study examines English faculty perceptions of the Writing Center at American Design University in Qatar (ADU-Q) through a social capital analysis. This was part of a larger study that took a sociocultural approach to English faculty perceptions of writing center work at ADU-Q. One of the emergent themes in that study was the lack of students’ language skill transfer from English courses to their disciplines. This finding has critical implications for the development of writing center and writing-across-the-disciplines work by uniting the fields of Composition, TESOL, and writing center research.

The Appreciative Inquiry (AI) Summit methodology is a powerful organizational development tool for unleashing the generative capacity of human systems. When an AI Summit is executed seamlessly, the design and planning appears almost effortless. As we have learned, however, there are many nuances to this powerful tool and attention to detail is vital to delivering a successful Summit. This chapter offers a practical guide to designing and implementing an AI Summit in any organization. The chapter addresses many of the pragmatic issues that emerge when designing a summit and offers insight on how to best prepare an organization for what needs to happen during pre-summit preparations to ensure a strong focus on desired outcomes and advancing post-summit momentum.

Autonomy has long been established as a critical component of professional work. Traditionally, autonomy has been examined as the extent to which an individual or a professional group controls the decisions and knowledge used in their work. Yet, this framework does not capture the additional work activities that professionals are increasingly expected to perform. Therefore, this chapter argues for theoretically expanding our understanding of professional autonomy by bringing in the concept of articulation work. Using the case of healthcare organisational change, this study assesses how shifts in work practices impact autonomy. Data come from longitudinal ethnographic fieldwork and in-depth interviews conducted at a Neonatal Intensive Care Unit as it underwent significant structural changes. Findings show that professionals were forced to change articulation work strategies in response to new organisational structures. This included changes in the way professionals monitored, assessed, coordinated and collaborated around patient care. Furthermore, these shifts in articulation work held important implications for both workplace and professional autonomy, as professionals responded to changes in their work conditions.

Youth leadership life skills are the “development of life skills necessary to perform leadership functions in real life” (Miller, 1976, p.2). A model developed by Kapostasy indicates life skills should be taught through FFA (Staller, 2001). Thus, it is important to evaluate youth leadership life skills developed to determine the effectiveness of leadership curriculum and its quality and impact. This research study surveyed Arkansas FFA members after attending the 2012 Arkansas Leadership Conference to determine the leadership life skills developed while at the conference. Furthermore, this study looked at relationships between FFA participants and FFA participation with youth leadership life skills and provides recommendations for future research and for practitioners.

IN the less‐than‐a‐century in which children's literature has developed, many types of books have emerged, and perhaps one class—the moral story—has disappeared (or if not entirely so, at least it is cold‐shouldered by modern young people). But the new literature has not displaced the fairy tale, one of the oldest forms, and still a favourite of children with imagination. A volume which should be added to the home bookshelf alongside Andersen, Grimm and Perrault, is Christina Hole's recently reprinted collection of tales from many lands entitled Folk Tales of Many Nations (H. Joseph, 10/6). They are related in a pleasant, straightforward style which presents no difficulties, and they are just long enough to hold the attention of young readers. In Norwegian Fairy Tales (Muller, 5/−) G. Strindberg has chosen old traditional folk legends about trolls, hulders, and other fairy people, and she has illustrated them herself. The Golden Treasury of Fairy Tales (Gulliver, 6/−) contains abridged and retold versions of childhood favourites by the Brothers Grimm, Hans Andersen, Frances Browne, and others. On the production side, the printing is rather lifeless and badly spaced. An interesting collection of tales handed down from father to son in the remote parts of the Irish countryside has been made by Gerard Murphy in Tales from Ireland (Browne and Nolan, 7/6). The volume is attractively produced and illustrated and will appeal to rather older boys and girls. Tom Scarlett's The Gnome and the Fairy and other Stories (Muller, 6/−) is in the modern vein and recounts the adventures of everyday people with fairies, wizards, birds and animals. Hettie Roe's simple line drawings are almost too tempting for children with a box of crayons.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.