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This paper sets out to review Mark McElroy's article which looks at the new knowledge management.

A critique of McElroy's work: The New Knowledge Management: Complexity, Learning and Sustainable Innovation is presented.

The new KM requires changes in traditional organizational practices: managers should defer to workers, creating optimal knowledge production environments; organizations should become open, broadly sharing the knowledge production process. The adoption of the new KM is critical to the organization's ability to remain competitive in the Knowledge Age.

The new KM falls somewhat short of McElroy's claim for it to be an implementation strategy for organizational learning, because of its limiting assumption that knowledge is a product. The theory of knowledge that supports the new KM does not adequately deal with knowledge and the knower, or with truth or wisdom. This theoretical weakness does not detract from the power or value of its insights; rather it renders problematic the placement of KM within the organization and the organizational relationship of managers and employees.

Purpose: This chapter presents a brief overview of national youth service (NYS) in different countries around the world. NYS offers an alternative to military service in many countries.

Method: The chapter traces the development and growth of diverse NYS schemes, and their relative success.

Findings: The chapter argues that with continued support for NYS programs countries can harness youthful energy and power to invest in a number of social, economic, and environmental programs that serve as building blocks for sustaining peace.

The case and discussion questions posed will allow the instructors the opportunity to introduce critical strategic concepts from strategic, nonprofit management and social enterprise literature. Specifically, (1) strategic transformation: countering drift and anticipating future trends and crises; (2) types of leadership: transactional versus transformational; (3) hybridity and mission drift; and (4) nonprofit funding models, the starvation cycle and the overhead myth.

Both primary and secondary sources have been used to prepare the case. The first two authors had the opportunity to interview Thomas Tighe, Direct Relief’s (DR) President and CEO in July of 2019. The interview lasted one hour and was transcribed by one of the authors and reviewed by the other two authors for accuracy. In addition, the authors conducted nonparticipant observations in DR’s headquarters in Santa Barbara (California). Given the longevity and media exposure of the organization, extensive internal and external archival data was also available for the analysis.

This real and undisguised case is based on DR, a +70-year-old humanitarian $1.2bn nonprofit organization headquartered in California (USA). From its headquarters in Santa Barbara, DR responds to emergencies and delivers medical support for vulnerable people affected by poverty, natural disasters and civil unrest in all 50 US states, six US territories including Puerto Rico and US Virgin Islands, and in more than 90 countries.

The case presents Thomas Tighe, DR’s President and CEO, reflecting in late 2018 on the transformation and growth that the organization had experienced since he started his tenure in 2000. Specifically, he is considering the most effective way to allocate an unrestricted recent cash donation. Should DR spend that money on traditional fundraising, reducing its efficiency rate, or should DR take a long-term approach and use the funds to build long-term capabilities? In addition, the case outlines the history and evolution of DR over its more than 70 years of existence, the CEO’s background and motivations, as well as a detailed description of the organization’s revenue portfolio. Students will have an opportunity to learn about a unique nonprofit named among “the world’s most non-for-profit organizations” by Fast Company; DR was also included in the Charity Navigator’s list of the “10 Best Charities Everyone’s Heard of.” In addition, in January 2009, DR was designated as a Verified-Accredited Distributor by The National Association of Boards of Pharmacy, which placed it as the first nonprofit to receive this designation to deliver prescription medicines to all 50 US states. Throughout Tighe’s tenure, DR had been lauded for its fundraising efficiency. The unique distinction to DR’s efficiency is its tradition of adopting new technologies and modern business practices for humanitarian purposes.

Students will learn how DR, under the leadership of Thomas Tighe, reinvented and reinforced the organization’s traditions to retain high levels of efficiency in the face of an ever-larger organizational scale, public scrutiny and demand for humanitarian support across the world. Students will witness many strategic and operational tenets that they may be more familiar with from the for-profit world. The case also will help students to understand the concept of hybrid organizations and different nonprofit funding models.

The case has been written to be used in graduate Nonprofit Leadership Management and Social Entrepreneurship courses. Given the scope and implications, the case could also be used on an upper-level strategy course. To maximize students’ learning, the case should be introduced halfway into the course after students have a solid understanding of what nonprofits are and how they operate. If students are not familiar with some of the concepts introduced in the analysis, the proposed readings will prepare them for a more fruitful discussion.

Micronesia, a term that means “small islands,” refers to a region of Western Pacific islands scattered across an area of the Pacific Ocean larger than the continental United States (see figure 1). This vast area, located in the tropics almost entirely north of the Equator, covers more than 4,500,000 square miles of ocean and includes more than 2,100 palm tree‐studded islands, islets, and coral atolls. Yet its total land area is fewer than 1,200 square miles—only slightly larger than Rhode Island (see figure 2). Only about 125 of the islands are inhabited on a permanent basis, by some 350,000 people.

The article seeks to address the lack of serious, normative scenarios exploring peace in the Middle East.

Three normative, backcasted scenarios were written. These were derived from literature searches, interviews with experts in the field, and input from a three‐round Delphi. Actions were identified and rated by the Delphi panel in Rounds 1 and 2. Draft text with areas for comment throughout the scenarios was collected in Round 3 and used to improve the draft scenarios.

The scenarios address seven preconditions for peace in the Middle East: secure borders for Israel; establishment of a viable and independent Palestinian state; resolution of the Jerusalem question; ending violence by both sides and building confidence; social and economic development; education; and resolution of Palestinian refugee status.

The scenarios are intended for use in a variety of settings to help further the Middle East peace process.

Two major trends have shaped the international business field over the past decade: globalization and the quest for responsible leadership. Yet, what are the qualities that predispose business leaders to act responsibly in an increasingly complex, interlinked world, and thus to meet new social, environmental, and political responsibilities? How can organizations develop these qualities in their current and future leaders? In this chapter, we provide tentative answers to both questions by fleshing out some of the qualities global leaders need to succeed in a connected world and by comparing three innovative executive development programs that use international service learning assignments as a way to instill these qualities in their executives. These programs are PricewaterhouseCoopers’ Ulysses Program, Pfizer’s Global Health Fellows Program, and IBM’s Corporate Service Corps.

Acculturation profiles based on the self‐oriented, others‐oriented, and perceptual dimensions of acculturative adjustment were derived for MNC employees of American, Canadian, Indian, Japanese, Latin American, Carribean and Nigerian origin. Our finding of significant, target‐specific, intercultural differences is of paramount importance in delineating areas of predeparture expatriate training and development.