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Diaspora tourism primarily refers to various population groups, including migrants, foreign workers, political refugees, ethnic and religious minorities and overseas communities living away from their ancestral homeland for various reasons. Throughout history, people have been forced to leave their original homeland due to various factors ranging from economic crises to natural and human-made tragedies, including war. The 24 February 2022 unjustified and unproved Russia's war of aggression against Ukraine, which started on the heels of the two-year COVID-19 pandemic, has resulted in massive and terrible consequences for many domains of political, economic and social life. The Russian invasion of Ukraine has generated the largest historical migration flows at a scale unforeseen in Europe since World War II. Since Russia invaded Ukraine, at least 12 million people have been displaced from their homes, according to the United Nations. The unprecedented influx of the Ukrainian people raises concerns about future developments, issues and challenges associated with Ukrainians' presence in other countries, particularly neighbouring ones. Therefore, this chapter analyses the possibility of diaspora tourism for Ukrainians shortly by utilising a critical approach when the situation stabilises in Ukraine. To begin with, this chapter first explains diaspora tourism with its definition and characteristics. Furthermore, it reviews the literature on the Russia–Ukraine war and its impact on Ukrainian tourism. In conclusion, it discusses the new Ukrainian diaspora wave soon.

This chapter contributes to the scholarship of teaching and learning in extracurricular enterprise and entrepreneurship education. It draws on research from two annual ‘Business Challenge Weeks’ (BCW) held at Oxford Brookes University in 2021 and 2022, in which teams of postgraduate students from three faculties worked on external client projects, supported by an academic mentor. It presents and discusses findings derived from a survey and interviews conducted after the second of these years. The chapter takes a transdisciplinary perspective, after Budwig and Alexander (2020), Piaget (1972) and Klein et al. (2001) and explores the relationship between this and the enterprise and entrepreneurship development pipeline set out by QAA (2018). It analyses the experiences of the three main participating groups engaged in the challenge weeks – students, external clients and academic mentors – and explores the organising challenges inherent in multiparty pedagogical initiatives. The chapter contributes to knowledge in this area by revealing and reflecting on the motivations and expectations of the three participant groups, the roles they played during the week and the outcomes they reported. It also expands understanding of transdisciplinary enterprise pedagogy.

This study aims to fill various gaps detected in the literature on mass prestige (hereafter referred to as masstige) theory. The originality of the work stems from the multidimensional application of Paul’s (2015) model, the introduction of brand addiction as a construct from the consumer-brand relationship (CBR) theory within the context of wines and the exploration of a new and less studied sector in masstige strategies.

A structured questionnaire was distributed to collect data from masstige wine brand buyers in Portugal, of whom 166 completed the questionnaire correctly. A conceptual model was developed and tested using partial least squares structural equation modelling.

The findings include that only two dimensions of Paul’s (2015) masstige scale affect brand addiction: brand knowledge and excitement and status. Brand addiction has a positive effect on brand loyalty and electronic word of mouth (eWOM), and brand loyalty has a positive impact on eWOM. Theoretical and managerial implications were explored.

This research added a CBR perspective to masstige theory and applied masstige theory to wine brands for the first time. These three distinctive aspects collectively contribute to the novelty and significance of the research, opening up exciting possibilities for future investigations and providing a valuable contribution to the academic community and the wine industry alike.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.

The work-from-home scheme (WFH) is increasingly being adopted in service firms. However, the blurred border between employees’ work and life can create work–life conflict (WLC) that negatively affects their well-being. Therefore, identifying factors that help employees overcome WLC and nurture their well-being is imperative. From a transformative service research (TSR) and personal psychology perspective, this study aims to explore the roles of service employee state of mindfulness and resilience in reducing WLC, alleviating its negative effects and ultimately nurturing their happiness.

A structural model was proposed. Data were collected from 339 WFH employees in various knowledge-based services such as professional services, information, education and training, financial consulting and marketing. Direct, indirect, mediating and moderating effects were estimated using the CB-SEM method.

Mindfulness is the overarching capability that helps reduce WLC and raise resilience. It nurtures WFH employee happiness not only directly but also via the mediation of resilience and WLC. Resilience, on the other hand, mediates the effect of mindfulness on happiness and moderates the negative impact of WLC on happiness.

Firms are recommended to organize mindfulness and resilience training programs, and encourage organizational- and job-related facilitators. WFH employees should actively participate in such programs and add them to their to-do-list practices.

To the best of the authors’ knowledge, this study is among the first empirical studies of employee mindfulness and resilience in the WFH context. It contributes to the TSR research stream and enriches the concepts of mindfulness and resilience by elucidating different mechanisms in which each of these personal qualities operates to help employees nurture happiness in this specific working condition.

The interview documents early days in the field of disaster risk reduction.

The transcript and video were developed in the context of a United Nations Office for Disaster Risk Reduction (UNDRR) project on the History of DRR.

The transcript presents important developments during the 1980s with valuable lessons about risk reduction.

It takes the readers on a history of the journey of DRR over three decades.

Using the lenses of social exchange and reactance theories, this study examines the relationships between abusive supervision and both turnover intentions and job satisfaction. The moderating role of employee depression in the relationship between abusive supervision and these specific work outcomes is also investigated, by incorporating the conservation of resources theory.

Quantitative data were collected from a sample of 221 frontline retail employees, across shopping malls in the Caribbean nation of Trinidad. A 3-step multiple hierarchical regression analysis was performed to test the relationships.

The findings provided support for the propositions that abusive supervision predicts job satisfaction and turnover intentions, respectively. Employee depression moderated the relationship between abusive supervision and job satisfaction but did not moderate the relationship between abusive supervision and turnover intentions.

While existing research has explored the relationships between abusive supervision, job satisfaction and turnover intentions, limited studies have investigated the moderating role of employee depression. This study contributes to understanding this pervasive workplace issue by investigating a relatively unexplored moderating effect.