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This article discusses information sources and critical interpretations of Mary Shelley's life and her most important work, Frankenstein: Or, the Modern Prometheus. In addition to publishing history and information about revisions, translations, inclusion in collections, and references to possible sources of the story, it will evaluate some biographical material about Mary Shelley and her family, and their influence on her. Finally, various critical approaches, the growth of interest in both the writer and her work, and possible reasons for it will be noted.

Brand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.

Post-graduate-level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.

Jumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong-regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.

Creation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.

Teaching notes.

This chapter offers an alternative to mainstream policy studies analysis of educational policy in postcommunist Ukraine. Taking its many insights from Foucault-inspired studies of education policy (Besley and Peters, 2007; Doherty, 2006, 2007; Fejes and Nicoll, 2007; Fimyar, 2008a, 2008b; Lindblad and Popkewitz, 2004; Marshall, 1998; Masschelein, Simons, Bröckling, and Pongratz, 2007; Peters, 2001, 2004, 2006; Peters and Besley, 2007; Popkewitz, 2007; Tikly, 2003), this chapter identifies and examines a new domain of analysis, termed in this chapter policy rationalities or policy why(s). Policy rationalities are conceptualized in this chapter as structures distinct from policy discourses that enable the emergence of some discourses and constrain the emergence or reception of others. “Conditions of possibility,” “background practices,” or “epistemes” are some other ways of thinking about the abstract – yet important for the study of policy – term of “policy rationalities.” Fourteen policy documents and 17 years of policy-making (1991–2008) represent textual and temporal borders of analysis. The official authorship of the documents is limited to the three state actors, namely, the President, Parliament, and the Cabinet of Ministers. The rationale for not including the ministerial documents in the analysis is explained in the chapter. The main methods employed by the study are deconstruction and discourse analysis. The chapter discusses three sets of policy rationalities: the rationalities of nation- and state-building, the rationalities of comparison and critique, and, what I will call, the rationalities of “catching-up” Europeanization. The study also traces the textual constructions of the models of individual, society, and the state as well as the definitions of education, upbringing, and educational governance in the documents under analysis. The chapter makes an important contribution to the current debates in policy sociology and governmentality studies by mapping out a new terrain of inquiry, i.e., policy rationalities, as an important starting point for the analysis of educational reform and change.

Pooled investment funds are an extremely important component of the institutional investment management business, serving as a critical tool for achieving diversification and economies of scale in a broad range of market and investment environments. These advantages have increasingly led fund sponsors to seek investors across national borders. Nonetheless, cross‐border sales of pooled funds are fraught with numerous regulatory and tax complexities. This is particularly true for sponsors seeking to tap the enormous United Slates institutional market. This paper takes a solution‐based approach in examining the complexities of selling non‐US pooled funds to US institutional investors.

Britain's newly acquired skills in oil exploration are being eagerly courted by China, who wants to build up her own oil industry to offset a hefty trade deficit. Report by John Howard.

In June 1986 the London Borough of Bexley installed at its Central Reference Library a Private Videotex System (PVS) which was then launched as a public service in August 1986. This superseded the Library's small Prestel database, which had been in existence since 1979; but which is now curtailed to a few pages retained for online user registration.

In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance.

A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies.

The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth.

Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture.

There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.