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This case gives students the opportunity to explore the concept of organizational status as a competitive asset. CEO Noura Abdullah of Saudi furniture retailer Aura founded her company as a middle-market furniture and home goods store offering affordable yet design-savvy products. By many accounts, both tangible and intangible, Aura had been a success. By late 2014, Aura had drawn considerable attention from several high-status Saudi wedding planners and media outlets, including Harper's Bazaar Interiors, Elle Decor, and Martha Stewart Weddings. This attention yielded unusually strong conversion rates (the percentage of visitors to the store who made a purchase). Foot traffic, on the other hand, remained unexpectedly low, leading Abdullah to wonder whether the high-status affiliations had unintentionally signaled to mid-market consumers that they would not be able to afford Aura's products, keeping such customers away. Students will decide, along with Abdullah, how to handle this unique “problem” as Aura enters a growth phase to other Saudi and Middle Eastern markets.

In order to portray the ethical and social responsibility implications of marketing potentially harmful products to vulnerable consumers in less developed countries, newly emerging democracies, and in newly industrializing countries, presents a descriptive model depicting relationships between the individual manager, the global company, the home market environment, the host market environment, the global business environment, and the target customer abroad. The model shows how these different influences may act on a manager to shape the ethical character of decisions affecting overseas consumers. Lays a conceptual basis for the argument presented in part two, supporting the need for moral champions. Recognizes and refutes counter‐arguments, assesses managerial implications and, in conclusion, outlines an agenda for future research.

This chapter gives one version of the recent history of evaluation case study. It looks back over the emergence of case study as a sociological method, developed in the early years of the 20th Century and celebrated and elaborated by the Chicago School of urban sociology at Chicago University, starting throughout the 1920s and 1930s. Some of the basic methods, including constant comparison, were generated at that time. Only partly influenced by this methodological movement, an alliance between an Illinois-based team in the United States and a team at the University of East Anglia in the United Kingdom recast the case method as a key tool for the evaluation of social and educational programmes.

Since the late 1970s, the study of the role, structure and functions of personnel management in the United Kingdom has been greatly facilitated by surveys emerging from a number of large‐scale surveys. A major interest in interpreting the data from these surveys has been to evaluate the impact of recession, and, latterly, recovery on the power, structure and roles of personnel departments and personnel specialists in recent years. The survey data are used comparatively to evaluate the empirical plausibility of the different scenarios which have arisen, and to account for the results that emerge.

The purpose of this paper is to provide an overview of the changing strike activity in the UK over the last 50 years.

The paper draws on a wide literature on UK strikes and an extensive trawl of newspaper sources. It is divided into four main sections. The first two summarise, in turn, the changing amount and locus of strike activity between 1964 and 2014. The third discusses the changing relationship and balance between official and unofficial strikes. The last covers the role of the courts and legislation on strikes, highlighting some key moments in this turbulent history.

The period 1964-2014 can be divided into three sub-periods: high-strike activity until 1979; a transition period of “coercive pacification” in the 1980s; and unprecedentedly low-strike activity since the early 1990s. Unions were more combative against the legislative changes of the 1980s than they are normally given credit for.

Given its broad scope, this paper cannot claim to be comprehensive.

This is a rare study of the changing nature of UK strikes over such a long time period.

Birding, the active seeking out and identification of birds, is a wide‐spread and fast growing avocation on this continent, and indeed throughout the world. Jon Rickert's A Guide to North American Bird Clubs lists 17 national/continental organizations for both professional ornithologists and amateur birders and 844 state, provincial, and local associations. In addition, there are those legions of “unorganized” bird watchers and occasional, inquisitive discoverers of backyard birds. Members of this diverse congregation of birders have at least one thing in common — the need for a reliable identification tool enabling them to correctly label the just‐seen, unfamiliar bird. A field guide is just such a tool.

This paper aims to discuss the work of non-executive directors (NEDs) as inherently paradoxical. Paradox refers to the presence of persistent contradictions between interdependent forces. Those persistent tensions are explored, and approaches are indicated to stimulate the adaptive use of paradoxes as forces of innovation and renewal.

This conceptual approach can be read as an invitation for corporate governance scholars to embrace the logic of paradox to expand the understanding of this topic. Paradox is not conceptualized as an alternative to dominant structural views, including board composition, but as a complementary conceptual perspective, a meta-theoretical lens to shed light on the tensions inherent to governance.

The authors propose that paradox theory offers a fresh conceptual lens to study the role of NEDs. This approach may help NEDs to turn tensions and paradoxes visible to develop a rich understanding of their work, as well as helping them navigate the complexities of organizing, a process rich in inherent paradoxicality.

Organizational paradox theory is a bourgeoning field of study, but the conceptual lens of paradox has still been underexplored in the study of corporate governance.

Refers to previous research on investment opportunity sets, financing policies, board monitoring and directors’ shareholdings and the proportion of non‐executive directors (NEDs) on the board on the negative relationship between investment opportunities and leverage. Tests them on 1998 data from 437 top Australian companies, explains the methodology and presents the results, which suggest that the negative relationship (i.e. asset substitution or underinvestment) decreases with higher levels of executive director shareholdings or higher proportions of NEDs; and that underinvestment is greatest for firms with low management share ownership. Recognizes the limitations of the study and suggests some avenues for further research.

The purpose of the study is to examine how Non-Executive Directors (NEDs) in the English National Health Service (NHS) commissioning bodies experienced their role and contribution to governance.

Semi-structured interviews were conducted with a purposive sample of 31 NEDs of Primary Care Trusts (PCTs) and 8 Clinical Commissioning Group (CCG) NEDs. Framework analysis was applied using a conceptualisation of governance developed by Newman, which has four models of governance: the hierarchy, self-governance, open systems and rational goal model.

NEDs saw themselves as guardians of the public interest. NEDs’ power is a product of the explicit levers set out in the constitution of the board, but also how they choose to use their knowledge and expertise to influence decisions for, as they see it, the public good. They contribute to governance by holding to account executive and professional colleagues, acting largely within the rational goal model. CCG NEDs felt less powerful than in those in PCTs, operating largely in conformance and representational roles, even though government policy appears to be moving towards a more networked, open systems model.

This is the first in-depth study of NEDs in English NHS local commissioning bodies. It is of value in helping to inform how the NED role could be enhanced to make a wider contribution to healthcare leadership as new systems are established in the UK and beyond.