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The purpose of this paper is to analyze how the culture in the logging industry in the East Kootenay/Columbia region in British Columbia, Canada, is changing as warm winters resulting from climate change drive expansion of a native tree-killing pest, the mountain pine beetle (Dendroctonus ponderosae).

The paper is derived from historical records and 11 months of ethnographic fieldwork conducted from July 2010 to May 2011.

This analysis found that the insect outbreaks are generating a heightened sense of economic and physical vulnerability in the logging industry, undermining previous assumptions of sufficiency and confidence.

This paper presents results from a study of a specific region, and caution should be used when comparing these results with similar phenomena in other contexts.

The forest industry is an important employer throughout the British Columbia interior; the cultural changes documented here indicate that climate change, manifested in insect outbreaks, is generating cultural dislocation that can have negative consequences beyond the immediate economic impacts.

This paper provides a detailed analysis of how an unanticipated consequence of climate change is driving adjustments in a subculture in a technologically advanced society.

Logging industry fatalities recently became a focus for policy change in British Columbia. Through re-analysis of ethnographic data collected in 2001–2002 this chapter aims to investigate logging contractors’ attitudes toward workplace danger and to comment on the likelihood of success of the proposed policy changes. The contractors attributed workplace danger to the forest environment and to human error, which shaped their behavior and their attitudes toward taking risks. The contractors accepted the risk of physical harm rather than face almost certain economic loss. The proposed policy changes do not address the conditions that promoted this acceptance.

This article surveys the literature dealing with theory and applications of life cycle costing (LCC). It deals with the literature published in the last 25 years and provides 667 references.

The purpose of this chapter is to review how well walking interventions have increased and sustained walking, and to provide suggestions for improving future walking interventions. A scoping review was conducted of walking interventions for adults that emphasised walking as a primary intervention strategy and/or included a walking outcome measure. Interventions conducted at the individual, community, and policy levels between 1990 and 2015 were included, with greater emphasis on recent interventions. Walking tends to increase early in interventions and then gradually declines. Results suggest that increased walking, and environmental-change activities to support walking are more likely to be sustained when they are immediately followed by greater economic benefits/time-savings, social approval, and/or physical/emotional well-being. Adaptive interventions that adjust intervention procedures to match dynamically changing environmental circumstances also hold promise for sustaining increased walking. Interventions that incorporate automated technology, durable built environment changes, and civic engagement, may increase cost-efficiency. Variations in outcome measures, study duration, seasons, participant characteristics, and possible measurement reactivity preclude causal inferences about the differential effectiveness of specific intervention procedures for increasing and sustaining walking. This review synthesises the effects of diverse walking interventions on increasing and sustaining walking over a 25-year period. Suggestions are provided to guide future development of more effective, sustainable walking interventions at the population level.

Therefore, the purpose of this paper is to review the existing literature on multigenerational teams, to evaluate the maturity of the research area, identify key themes, and highlight areas for future research. Generational differences in the workforce are becoming a critical factor, as four generations (Veterans/Traditionalists, Baby Boomers, Generation X and Generation Y/Millennials) currently co-exist, and a fifth generation (Generation Z) stands poised to enter the workforce. To manage these differences effectively, organizations must first understand the various generations and, ultimately, their interaction and engagement with each other. Whereas some literature on the differences between the generations and how they pertain to the organizational work environment exists, currently, it is unclear what is known about how these differences impact the performance of multigenerational teams.

This paper presents a systematic literature review on teams and generational differences. A total of 7 platforms were included, resulting in 121 articles in the final paper set.

The review confirmed a low presence of literature related to generational differences and teams, implying the knowledge area is currently immature; however, despite this, there is an upward trajectory in publications and citations over the past few years, and existing publications and citations span a number of countries, suggesting a likelihood of significant growth in the research area in the near future. Further, key themes were identified in the current literature relating to commitment, leadership, team dynamics, conflict and wages and work environment.

Only seven platforms were included in this review, although the seven platforms chosen are believed to provide comprehensive coverage of the field. The search strings used were “generation” and “team,” which was the word combination found to produce the largest number of results in preliminary trials; however, it is possible that using additional word combinations might have yielded some additional papers. Finally, the review was limited to English-language articles (or their translations); although, ultimately, only two articles were eliminated because of lack of an English language version.

The findings can be used by organizations to identify factors of interest in managing multigenerational teams, as well as what is currently known about influencing those factors to achieve more positive team outcomes.

To the best of the authors’ knowledge, this appears to be the first systematic literature review on generational differences in teams. Given the importance of this topic, this review is critical to provide a baseline on what is currently known in the field and existing research and practice gaps.

Evidence of audit committee activity in the formative years of the Baltimore & Ohio (B&O) Railroad indicates that control and reporting activity developed long before the existence of regulatory mandate or the external auditing function. This is the earliest example of such an organized and continuing activity in American business history. With no previous business experience to model this enterprise, the organizers of the corporation put in place an audit committee of directors as a control device to safeguard assets and ensure proper handling of cash receipts and disbursements. Research into primary materials establishes that the committee not only performed regular routine audits of the “treasurer’s report,” but also identified and addressed critical problems of control and payment weaknesses. The discovery of the function of value‐for‐money (VFM) auditing by a committee of directors establishes historical context for today’s audit process and audit committee. Because the B&O was such an important entity, it influenced other railroads; and the railroad industry, in turn, greatly influenced the development of modern American businesses during the Industrial Revolution.