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Focuses on how brands can communicate that they are exactly what children want; they do this either by borrowing key symbols popular with the target groups, or by creating brand symbols which the target group will understand and like. Contrasts the attitudes to brand advertisements of younger children and older children/adults; whereas young children remember physical characteristics of brand image, older consumers realise the real nature of the brand. Discusses the importance of fads, ie using licences to sell products and brands, and explains why they are important to children; fads force brands to react to them but can also damage them in the longer term, and brands must keep their identity.

The purpose of this paper is to report and discuss the findings of a thematic analysis from a survey of 114 serious case review (SCR) executive summaries in adult safeguarding. The Care Act 2014 (Section 44) makes the establishment of Safeguarding Adults Boards a statutory requirement. One of their responsibilities/functions is to undertake Safeguarding Adults Reviews (SAR-previously known as SCRs). They must also publish an annual report which includes the recommendations and actions from these SAR’s. This paper draws attention to the potential of SCR as national learning materials, and offers recommendations for strengthening the scope for interpretation in practice.

This paper maps the findings and recommendations from 114 SCRs undertaken in England and Wales between 2000 and 2012. It then identifies the dominant themes and universal lessons to emerge, and makes suggestions for the improvement of learning.

The demographic profile of SCRs bore some correlation to UK prevalence reports on perpetrator characteristics, but there was variance in relation to victim characteristics, where people with mental illness were the subject of SCRs with a level of frequency that does not mirror the prevalence of mental illness in reported abuse in the UK. The thematic analysis of conclusions and recommendations identified that these could be categorised as either idiosyncratic or bureaucratic.

The quality and quantity of information contained within the various SCR executive summary reports collated evidenced the lack of consistency/standardisation. Consequently, the analysis of demographic characteristics from these reports was compromised by incomplete data. In order to strengthen the scope of interpretation and understanding from future SARs to inform wider learning within the safeguarding community some national collation and standardisation is necessary.

This paper offers an analysis of the demographic profile and common themes emerging from an examination of the largest survey of SCR executive summaries reported on in the UK so far.

Executives and managers are in need of research that will elevate the pursuit of successful innovations from a gut‐level, intuition‐driven art to something more closely resembling a science based on repeatable processes with predictable results. this paper aims to address this issue.

Using Intel Corporation's proprietary data the author conducted a number of experiments designed to test disruption theory's impact on predictive accuracy.

After training in the rules of disruptive theory MBA students were up to 50 percent more accurate in correctly identifying the survivors and failures, constructing, collectively, a portfolio with a survival rate of up to 15 percent.

Intel's New Business Initiatives (NBI) division provided data on a portfolio of 48 new business ventures that were granted seed financing, a sum that ranged between $250,000 and $2 million, between approximately 1995 and 2005.

Disruption theory can deliver statistically significant and practically material improvement in the ability to innovate successfully. Disruption theory can be used to shape existing innovation ideas in ways consistent with the theory's prescriptions.

As of now the disruption theory of innovation is the only one with evidence to support the assertion that it can improve predictive accuracy.

The purpose of this paper is to examine how corporate social responsibility (CSR) transparency claims are propagating a belief in a modern panopticon for ensuring responsible corporate behavior. Corporations use transparency claims to cultivate the impression of full disclosure. The paper aims to explore why people believe transparency ensures responsible behavior from corporations as well as the negative effects of this pseudo‐panopticon.

The paper explores transparency in relation to CSR, CSR reporting, the internet, and activism and describes how their confluence produces pseudo‐panopticon.

The paper finds that the pseudo‐panopticon allows corporations to claim transparency in CSR communication and for stakeholders to accept that claim. The reality is that a minority of activist stakeholders bear the burden of ensuring true transparency by questioning disclosure.

Transparency should be seen as a process, and it fails if activists cannot create public awareness of CSR shortcomings. The challenge is to find ways to make transparency as a process work in a world where apathy and self‐deception, in part facilitated by the pseudo‐panopticon, work against the process.

The paper builds on the process view of transparency by developing its implications for CSR communication. The result is a novel approach to CSR reporting and transparency that contributes to other critical voices concerned about the value and effects of CSR communication.

ON aircraft operating in the rarefied atmosphere at high altitude, the idea of supplementing the air consumed by the engine with extra oxygen would seem to be a logical and desirable development, because the power output of a reciprocating engine is a direct function of the oxygen content of the air charge, provided that all the oxygen is burnt in the cylinder. However, the normal and most satisfactory line of development has been to fit the aircraft with engines of increased capacity or supercharge, so that the oxygen content of the air charge is increased simply by increasing the total mass of air consumed by the engine.

The purpose of this paper is to compare the critical success factors (CSFs) between two groups of European mergers and acquisitions (M&As) in China and Chinese M&As in Europe.

In the paper, a mixed-method research design which combines primary case study with secondary questionnaire survey is applied.

The findings from the case study show the main differences with respect to CSFs between the two groups are related to: importance of relationship building in Chinese culture, Chinese culture trait of high power distance, Chinese decision process, complicated Chinese approval process for foreign companies doing M&As in China, integration of acquired Chinese/European company, and relatively new phenomenon of Chinese acquisitions in Europe. The Mann-Whitney-Wilcoxon test from the questionnaire survey provides statistical support for significant difference between the two groups regarding the factor of involvement and commitment of acquiring companies’ entrepreneurial CEO/chairman in the M&A process.

This paper is among the first attempts to conduct a comparative study which provides new insights into the differences between the CSFs in European M&As in China and in Chinese M&As in Europe.

The purpose of this study is to explore the adjustment model of expatriates in overseas projects by studying two overseas projects of a Chinese state-owned enterprise.

Based on the grounded theory, qualitative analysis was performed based on data compiled from 116 pieces of project briefings, 105 questionnaires answered by expatriate workers and 21 interviews conducted to those workers based on briefings and questionnaires.

The study found that the simulated home is a standard cross-cultural adjustment model for expatriates in Chinese engineering projects, which are project-oriented and often inattentive to employees' individual rights. The simulated home creates a unique work-place and social environment similar to that of expatriates' home country in the cultural setting of the host country, but it also establishes a cultural barrier, limiting the communication between expatriates and the local people, which is not conducive to the cultural exchange between the two sides, causing cultural clashes and consequently hindering the progress of projects.

This research puts forward the model of “simulated home.” And this study bears significance to the cross-cultural adjustment of expatriate workers in Chinese overseas projects.

All too often, efforts to help a senior executive team become more effective through traditional teambuilding and feedback activities fail miserably. Traditional 3608 feedback may provide some useful information but these instruments can fall short in demonstrating the impact of individual and collective senior management behavior on the rest of the organization. The Management Mirror is a process that explores that impact indepth. It is tied directly to the organization’s business needs and strategy. Since the Management Mirror process is deliberately provocative, it shows how senior management behavior aids or impedes accomplishment of desired business results. Our contention is that the collected data on each senior manager is, by its nature, irrefutable and is as immune as possible to what we call “creative reinterpretation”. The whole process forces a level of disclosure and interdependency top executives have seldom experienced. Above all, it moves them to take action in the best interest of the organization.

HR professionals have identified the power of information sharing for employer branding that could be obtained through the rapid growth of social media usage. The growing interest in and power of social media seem to be important for companies that want to make themselves known as interesting employers and to recruit prospective employees, using techniques that are more common to job seekers and recruiters. This study aims to explore the immediate future of employer branding through social media, as envisioned by academics and HR practitioners.

To look into the future of employer branding, we use the Delphi technique for forecasting, planning, issue identification, and framework development (Bobeva & Day, 2002). Two groups of respondents participated in this three-part study: 11 academics and 20 HR professionals. They were selected because of their research into the integration of HRM and IT from the e-HRM Global mailing list. The panelists participated in the research via electronic communication. The data were collected in three rounds from November 2010 to April 2011.

Research has revealed differences in the opinions of academics and HR professionals on the impact of social media on employer branding. The academics see its general effect as the targeting of audience for recruitment, marketing/company brand, and ways of communication/HR competencies. The practitioners see the image of the employer, visibility of the company, and organization responsiveness. The study presents other findings within the boundaries of employer branding value proposition, internal and external marketing, and the role of HR professionals. According to the academics, HR professionals in the future will need to possess knowledge about marketing and communication studies and web-based applications/develop new skills. They think that social media will impact the image of HR in organizations. On the other hand, HR professionals think that the future of their activities will depend on their awareness of recruitment trends, HR innovative thinking, and HR networking skills. Although the object of their activity will remain recruitment, HR professionals will have to be continuously updated on what is new in the social media in terms of recruitment.

This study presents the results of the Delphi technique, which is itself considered an original research method and not widely accepted in the tough “publish or perish” world. The value of the research is its forecast about the future developments of employer branding through social media, as envisioned by academics and HR practitioners.

The purpose of this study is to explore the organization‐stakeholder relationship between oil and gas operators and community members involved in the Sundre Petroleum Operators Group (SPOG) in Alberta, Canada. After a crisis of trust, the SPOG was established to increase transparency, and attempt to rebuild trust and healthy community stakeholder relationships.

This research paper is a result of interviews with both SPOG industry and community members (n=18). A qualitative phenomenological orientation was adopted because of its focus on the individual experience of the relationship. Key relational elements such as trust and transparency were examined in relation to the importance for relationship building. The research is limited by the number of interviews that were obtained during the time allotted for data collection.

The results indicated that after a crisis, transparency is crucial for rebuilding trust and maintaining healthy community stakeholder relationships. An interesting finding in the research was the apparent influence of The 7 Habits of Highly Effective People on the development and maintenance of shared values within the relationship. Further research is recommended into the impact of Covey's leadership and management style and on organization‐stakeholder relationships.

Shell provides an excellent example of an organization that experienced a loss of trust with key stakeholders and used transparency to begin to rebuild important stakeholder relationships.