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Organizational change inevitably involves uncertainty and hence some risk taking. Tests the relationship between organizational slack and risk taking in organization decision making, and thus provides some evidence on the role or organizational variables in risk‐taking behaviour. Product pricing strategies are identified and characterized with respect to risk. Organizational slack is measured using various financial variables. Results indicate that firms which have increases in organizational slack prior to the introduction of new products are more likely to adopt a higher risk product pricing strategy. Also discusses implications regarding the measurement of slack using financial variables.

Entrepreneurial education in higher education has emphasized following the prospect of entrepreneurship as one of the determinants of countries' economic growth. Therefore, it is considered necessary to assess how the current education system and learning orientation improve student's motivation to become entrepreneurs. This study evaluates all indicators included in the variables of entrepreneurial education, learning orientation, and entrepreneurship intention. While the curriculum represents entrepreneurial education, teaching method, educator competencies, and university support system, learning orientation consists of learning commitment, knowledge sharing capability, critical thinking, and vision sharing, and entrepreneurship intention are measured by abilities in writing a business plan, generating business ideas, identifying business opportunities, and innovation and business startup. The data was harvested from questionnaires completed by 123 entrepreneurship program students and was processed using PLS. This study finds that (1) curriculum significantly influences student's learning commitment and business plan writing ability, (2) teaching method influences individual knowledge sharing and business idea generation ability, (3) educator competencies do not significantly affect students critical thinking and ability to identify a business opportunity, but critical thinking influences their skill in identifying business opportunities, (4) university support system does not significantly influence student intention to innovate and start new businesses, but it significantly affects their ability to share their visions, and the ability significantly influences their intention to innovate and start new businesses.

Revolutionary thinker and Civil Rights leader, Ella Baker, once declared, “Strong people don’t need strong leaders.” Baker’s statement epitomizes her philosophy that the wisdom needed to fight against hegemony emerges from the brilliance of the people stuck at the bottom of oppressive systems. Standing in stark contrast to the charismatic leadership philosophy of many in the nation, Baker’s model encourages disenfranchised youth and elders to lead themselves into the struggle to bring down America’s apartheid system of governing. Yet grassroots governing is complex and constantly evolving. But it leaves no space for static hierarchal iterations of leadership, an epistemology that pervades and corrodes the nation.

Growing up in this nation’s segregated south, I have struggled to understand the impact of racism on school leaders, faculty, students, and parents. Thus, my chapter will use institutionalized racism as the lens to examine the toxic environment that school leaders, and, ultimately, all leaders face because of the country’s chosen amnesia of its bloody history, a history that still impacts current public policy. Within that context I will also offer alternative ways to lead, especially that modeled by Civil Rights icon and president of the Algebra Project, Robert P. Moses.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

SEPTEMBER is the month when, Summer being irrevocably over, our minds turn to library activities for the winter. At the time of writing the international situation is however so uncertain that few have the power to concentrate on schemes or on any work other than that of the moment. There is an immediate placidity which may be deceptive, and this is superficial even so far as libraries are concerned. In almost every town members of library staffs are pledged to the hilt to various forms of national service—A.R.P. being the main occupation of senior men and Territorial and other military services occupying the younger. We know of librarians who have been ear‐marked as food‐controllers, fuel controllers, zone controllers of communication centres and one, grimly enough, is to be registrar of civilian deaths. Then every town is doing something to preserve its library treasures, we hope. In this connexion the valuable little ninepenny pamphlet issued by the British Museum on libraries and museums in war should be studied. In most libraries the destruction of the stock would not be disastrous in any extreme way. We do not deny that it would be rather costly in labour and time to build it up again. There would, however, be great loss if all the Local Collections were to disappear and if the accession books and catalogues were destroyed.

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.

The year opens with omens good, and foreboding, for librarians. Of the first kind is the re‐opening after two years of the Science Museum at South Kensington. The second was the astounding proposal of the Air Ministry to commandeer the British Museum for its administrative work. After three years of a war which has shown the devastating results of the neglect of things educational and spiritual the rulers of this country had apparently acqui sced in a proposal which, in the words of the President of the British Association, would “cause a shudder to run through all civilised countries. Were it carried out it would cover the British nation with lasting obliquy.” As we go to press, however, it is announced that the proposed outrage is not considered to be necessary and will therefore not take place. We rejoice over the repentance of the Government; but the fact that the proposal was made seriously, and for a time upheld, is so significant that it behoves all who value the treasures of the nation to be upon their guard. The war, also, is not over yet.