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This paper aims to evaluate a potential resolution to the gamer’s dilemma that arises from Gary Young’s metaethical theory of constructive ecumenical expressivism (CEE).

In this paper, the gamer’s dilemma is reformulated as a paradox and the potential resolution is evaluated in light of this new formulation.

The author argues that this resolution does resolve the dilemma, but CEE itself has limited appeal.

This paper contributes to the growing scholarship dedicated to resolving the gamer’s dilemma.

The corporate manager could easily be forgiven for assuming that capital budgeting is primarily concerned with the selection of an appropriate evaluation technique. Most texts on the subject are devoted almost entirely to such topics as comparisons of evaluation techniques, determining hurdle rates of return and incorporating risk into the equations. Only a few writers have suggested that this emphasis is misplaced. This article places evaluation within the whole capital investment process from the conception of an investment opportunity to its completion. It also considers the total investment programme and how it relates to organisational planning and control systems.

The purpose of this paper is to outline a case where people's intuitions regarding the ethical status of an action performed in a massively multiplayer online role‐playing game are divided, and provide an argument to resolve this division.

This paper takes a philosophical approach, from the analytical tradition. It details the main arguments for each side and provides counter‐arguments in order to indicate the salient points.

The paper argues that, of the three arguments for the morality of particular virtual action outlined in this paper, none are satisfactory. An argument for the immorality of the action in questions based upon the fairness/sportsmanship distinction is offered.

The development of case‐based ethical studies, which draw upon current and controversial events within popular virtual environments, are useful in the construction of a deeper understanding of moral action within such spaces.

Management accountants and auditors have much to learn from each other in how to minimise their respective problems. Any accounting system needs to pay due regard to individuals; groups; organisational structures and control; and the environment. Without this concern the accounting system will be seen as unrealistic and inadequate and this will lead to much of its information being ignored.

The purpose of this study is to evaluate not only changes in eating behavior and food security parameters of the civilian population experiencing war but also the likelihood of developing a number of eating disorders against this background.

This descriptive, cross-sectional study was conducted in March–April 2022 using the Google Forms tool among adult residents of Ukraine. The questions included four categories: general demographic data and body mass index (BMI); the question of the most frequently consumed food groups since the beginning of the invasion; SCOFF questionnaire; and questions to assess the state of food security.

A change in eating behavior was reported by 72.3% of respondents. SCOFF screening showed two or more positive responses for 42.7% of respondents. For respondents who were not in active hostilities areas, only 25.0% reported positive results. The average pre-war BMI was within the normal range, which suggests that the majority of respondents did not have problems with food security. The study shows that 74.9% of respondents believe they have an unbalanced diet. About 40% of respondents were cutting back on meals or skipping meals, and 50% reported running out of food and not being able to restock. These facts indicate that most respondents experienced food insecurity after the invasion.

The resulting quantitative sample structure of respondents was not optimal for such studies. But taking into account the rather difficult state of the country and the conditions of the population in it, the expansion of the sample in combat areas was quite seriously limited. Therefore, the use of a limited sample should probably be considered a reasonable and practical choice for conducting research.

The results indicate deep problems with food security, a sharp change in eating behavior under the pressure of circumstances and, as a consequence, the appearance of a high probability of the development of eating disorders in the future.

Strategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners.

This paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance.

Scholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck‐performance linkage, and the higher the manager is in the organization, the more likely he or she is to perceive luck as affecting outcomes.

There are a number of reasons why luck should receive prominence when considering the strategy‐performance relationship: many of the linkages between strategic factors and performance are identified after the fact – they are viewed as causal when they were actually lucky; empirical research may identify relationships whether they actually exist; researchers tend to find what they are looking for; and academics will be more likely to explain “luck” if they are using the appropriate tools to reveal it.

The positive link between management level and luck's role in performance identified in this study suggests that the more a manager knows about a firm's resources and attributes, the more likely he or she is to downplay the role they actually play in performance. From this perspective, managers seem more willing to acknowledge the role played by luck as they progress into greater levels of responsibility and control.

A significant portion of empirical work seeks to explain differences in performance across organizations by identifying the links between various strategic factors and performance. Although this research has contributed much to the knowledge about the strategy‐performance nexus, it assumes that strategy‐performance linkages necessarily exist and that they can be readily identified. In other words, most scholarly work in this area is based on assumptions that minimize or preclude the role of luck or randomness in the determination of firm performance. Building on previous work, this paper adopts an alternative perspective on the strategy‐performance relationship, highlighting the often overlooked role of luck.

Running your own business is an idea many women are attracted to. But it's also quite a frightening prospect. How do you make a decision over such a big question? Ideally, it would make itself, but running a business that isn't going to bankrupt you needs a more positive line. Juliana Morgan is trying to decide right now whether to start a small business. She argues it out with herself here.

As corporations change their way of working, the importance of corporate real estate (CRE) management has increased. Hence, there is a need to structure the existing knowledge and to identify the latest developments in CRE research. This paper aims to identify the major developments and changed paradigms in CRE research in 2005-2015.

A systematic literature review is conducted, including papers from seven journals. In three sequential scans, papers were identified for the final analysis, keeping 99 of 1,667 papers.

Based on nine identified developments, two paradigm shifts were found. The shift from cost minimisation to value delivery was identified. Besides solving current problems, value delivery aims to capture the future value and prevent future problems. The second paradigm shift is from buildings to people. Before the shift, buildings refer to value delivery as a transaction, while the shift to people highlights the aim to provide value-in-use.

This paper focusses on corporate offices, excluding retail, health care, education, publicly owned facilities, etc. This research is limited to CRE research. Therefore, the results are applicable to CRE research but do not cover the developments in practice.

For practitioners, this paper offers a possibility to develop their RE strategies by reflecting their current practices with the identified developments and paradigms in the CRE literature. This paper suggests to conduct a similar research in practice to compare the underlying paradigms.

This paper is based on a systematic literature study, and summarises developments in CRE research over the past 10 years.

Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of “organizational DNA” to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called “social string,” which contains the “soft” interaction or communication among the organization's members, and a so-called “technical string,” which contains “hard” organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.