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The purpose of this paper is to explore the way leadership influences an organization to become humane through its features and behaviors; as well as the organizational circumstances in which humane leadership can be nurtured. The first empirical case study, in the fields of Human Resource Development (HRD) and hospitality management, to explore the way employees from different national cultures (as measured by their individualistic/collectivistic values), in a US-based hotel, perceive their workplace to be a humane organization (HO), as defined by Chalofsky (2008), was the one made by Dimitrov (2009, 2010). More specifically, the example set by leadership in the studied hospitality organization is the focus of the present descriptive manuscript. The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace.

The exploratory research mentioned above used a single embedded case study with 17 participants, selected via purposeful convenience sampling, who represented management, supervisory and professional line-level employees from a culturally diverse full-service hotel in a major metropolitan area. The instrument of Singelis et al. (1995) for horizontal and vertical individualism (I) and collectivism (C), as well as the instrument of Triandis and Singelis (1998) for I and C, was applied to every respondent to determine their cultural belonging. One-on-one interviews, written reflections and documentary analysis, as well as observations of the social and physical aspects of the participants’ workplace, were conducted.

Five leadership sub-themes were observed to the general theme “Setting the Example” of the study’s findings: company values for leadership styles and employee treatment; the legacy of one charismatic leader (the previous general manager); leader–follower communication; how the workplace feels intrinsically; and how the work environment becomes negative. The study led to the formation of two new characteristics of the HO (Dimitrov, 2009), of which one could be recommended as the main focus of leadership in an HO: being cognizant and understanding of individuals as human beings, not just as employees. The traits and behaviors of some modern leadership theories such as authentic leadership, transformational leadership and charismatic leadership were combined under the concept – humane leadership.

The research of more culturally diverse organizations in different counties, brand cultures and economic sectors, under various research methodologies, and in the context of classical and recent leadership theories, was recommended to establish further weather I and C employees’ expectations of their leadership would make a difference for the sustenance of an HO.

Furthermore, organizations and HRD practitioners are encouraged to invest more time, efforts and resources into leadership development programs that create such humane leadership skills and prepare quality leaders who are well-perceived and trusted by their culturally diverse workforce.

The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Humane leaders can be nurtured in a humane organizational culture.

The key research issue addressed in this paper is whether individuals perceive advertisements featuring themes from their own religion more positively, and advertisements featuring religious themes from other religions less positively, than neutral ads. In the process, this paper aims to test whether the in-group bias theory (IGBT) and the polarized appraisal theory (PAT) apply in a religious context.

Respondents in a large Indian University were shown advertisements featuring Hindu and Muslim themes as well as a neutral advertisement in the context of pet adoption. Cognitive and affective response measures were used for evaluation.

Respondents did not evaluate advertisements with their own religion’s symbols any more positively than neutral advertisements but did evaluate advertisements with themes from other religions more negatively than neutral ads. In sum, religious advertisements did not have any positive effect on in-group respondents, but rather worked in antagonizing out-group respondents.

Both IGBT and PAT did not work as predicted when tested on in-group respondents but worked as expected on out-group respondents.

In the Indian market, using religious themes has largely negative consequences in terms of alienating out-group members, with no commensurate advantage on in-group members. Firms are better off not using religious advertising, and this decision would likely have a positive impact on a firm’s bottom line.

Though, the general topic of religious advertising has been much researched, but this paper deals with the role of religious symbols in advertising in the Indian context, which is done for the first time in a multi-religious context. Further, the applicability of IGBT and PAT is also tested for the first time in religious advertisement context.

Outlines ideas for a well‐designed crisis plan applicable to many corporations, institutions or government agencies. In the light of numerous community‐wide disasters, as well as the singular disasters that corporations, institutions, municipalities and government agencies have suffered in the last few years, details disaster recovery needs. Also discusses issues of site assessment – whether or not a building is occupied, repairs, fire and water cleanup.

Mr Peter Knight has joined Balzers High Vacuum Ltd, Berkhamsted, as sales engineer, thin films. Responsible to thin films manager Jim Rees, he will handle all UK sales of specific Balzers thin film products. These include chip resistors, daylight conversion filters, dichroic illumination filters, Calflex heat protection filters, as well as Contraflex anti‐glare panels and large area anti‐reflection coatings.

ISHM (UK) presented a technical meeting on this topic on the 23rd October 1982 at the Cunard International Hotel, London. The meeting was attended by some 50 engineers, both those involved in the field of hybrids and potential users. It was generally felt that this was a useful meeting but more especially that it would have appealed to many potential users of hybrids, had the right people been able to be contacted.

The purpose of this article is to give a non‐technical overview of some of the technical progress made recently on tackling three fundamental problems in the area of formal knowledge representation/artificial intelligence. These are the Frame Problem, the Ramification Problem, and the Qualification Problem. The article aims to describe the development of two logic‐based languages, the Event Calculus and Modular‐E, to address various aspects of these issues. The article also aims to set this work in the wider context of contemporary developments in applied logic, non‐monotonic reasoning and formal theories of common sense.

The study applies symbolic logic to model aspects of human knowledge and reasoning.

The article finds that there are fundamental interdependencies between the three problems mentioned above. The conceptual framework shared by the Event Calculus and Modular‐E is appropriate for providing principled solutions to them.

This article provides an overview of an important approach to dealing with three fundamental issues in artificial intelligence.

This study expands the performance management literature by developing a strategy map and balanced scorecard (BSC) for a large performing arts theater (PAT).

First, interviews with significant stakeholders identify key success factors (KSFs). Next, a survey is administered, and a structural model is employed to determine the importance of each KSF and their interdependent causal relationships within the PAT. Each KSF's controllability and room for improvement are also measured to facilitate implementation strategies.

The results reveal that the Financial Perspective plays a critical role in the PAT's success, while significant changes can be enacted by focusing on the Internal Processes Perspective. Regarding the individual KSF, the following emerge as the most critical: excellent reputation, attendance growth, increasing sponsorship and donation, and supporting the local arts community; however, PAT managers will have to be creative to enact change through these KSF as some are difficult to control or have little perceived room for improvement.

The data were collected prior to, or at the beginning of the coronavirus disease 2019 (COVID-19) pandemic. Post-pandemic priorities for the organization may have changed.

By highlighting the relationships between different KSFs, this study provides PAT managers with a frame of reference for developing their BSC and performance metrics. It also offers PAT's managers a structured and adaptable approach for prioritizing their strategic choices and developing implementation plans for improved outcomes.

This study exemplifies the need for applied BSC studies in various sectors, including nonprofit organizations. Specifically, this study extends the performance management literature by providing an example of a large PAT's performance measures, the inter-relationships among KSF and the resulting strategy map. The results are significant because arts management is a unique discipline based upon a specific body of knowledge (Weinstein and Bukovinsky, 2009).

This paper explores the challenges, issues and benefits of reflective practice faced by work-based practitioners undertaking negotiated experiential learning. The study focuses upon the case of a ground-breaking UK-based Senior Leader Master's Degree Apprenticeship (SLMDA) programme which requires learners to develop and apply reflective practice skills through comprehensive work-based learning and research activities. Degree apprenticeships represent a significant opportunity for providers and employers to become more closely aligned in the joint development and promotion of innovative learning opportunities, yet the efficacy of individually negotiated, experiential learning and reflective practice for senior leaders within a challenging healthcare environment remains relatively unexplored from a tripartite perspective. This paper investigates the role of reflective practice within a leading degree apprenticeship programme which embraces this pedagogic approach and considers the potential barriers and benefits for learners and their organisations.

The paper begins by discussing the nature of reflective practice in the workplace and explores the growing importance of this activity in contemporary organisations. Theoretical and conceptual foundations relating to experiential learning and reflective practice are analysed and discussed. The SLMDA programme and NHS case organisation are described in detail. Qualitative data drawn from semi-structured interviews undertaken with learners, employers and personal academic tutors (PATs) are then analysed to identify the key issues and challenges encountered.

The study identifies the benefits of reflective practice, explores the challenges and issues that act as barriers to reflective practice and highlights the importance of the role of the personal academic tutor (PAT) and that of employers in supporting and developing reflective practice in one of the first SLMDA programmes to launch within the UK.

Although reflective practice and work-based research have attracted considerable scholarly activity, investigations have overwhelmingly been focused upon professions such as teaching and nursing and have explored challenges and issues from the perspective of the provider. This study explores reflective practice from the viewpoint of learners, employers and PATs and thereby seeks to complement and expand current understanding by developing a more holistic approach. This work will inform future programme design, practitioner skills development and employer support procedures as learners plan and prepare to facilitate work-based research projects within their organisations.

The Center for Women’s Business Research estimates women are now the majority owners in 6.7 million privately held businesses in the United States and equal owners in another 4.0 million firms. When part owners in multiple businesses are included the female ownership total climbs to an estimated 15.6 million businesses. Women majority owners account for nearly half (48 per cent) of the privately‐held firms in the United States. Their businesses generate $2.46 trillion in sales. They employ 19.1 million people and spend an estimated $492 billion on salaries and $54 billion on employee benefits. The number of women‐owned firms increases at twice the rate of all new firms (14 per cent versus 7 per cent) and the number of employees nearly as fast (30 per cent versus 18 per cent). Women owners are rapidly moving into all industries, with the fastest growth percentages in the fields of construction (30 per cent), transportation, communications and public utilities (28 per cent) and agricultural services (24 per cent). Worldwide, with women entrepreneurs in under developed countries leading the way, women‐owned firms now comprise between one‐fourth and one‐third of all businesses. Given the numbers, it would be almost impossible to overestimate the impact of women owned businesses in today’s global economy.

Purpose: to explore the experiences of employees in a local bank merger in the United States and examine the concept of job exit queues. We introduce the concept of a job exit queue, which describes how workers position themselves or are positioned by employers to leave jobs and enter new jobs following the announcement of a corporate merger. Design/methodology/approach: Qualitative interviews with mid‐ level managers, technical specialists and low status workers during the sale and merger process were conducted and coded thematically. We explore: (1) how workers and managers describe the job search as an “opportunity” or as a recurring cycle of low‐wage, high‐turnover work and (2) how severance packages structure the job exit queue to meet corporate needs. Findings: The role of severance pay is pivotal in understanding women’s and men’s job relations to job exit queues. We conclude that employers create job exit queues, placing low status workers and mid‐level women managers with less formal education at a disadvantage in reemployment. Value: This paper contributes a new concept “job exit queue” to the research and theory on work place diversity, gender inequality, and queuing theories.