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This paper aims to explore the challenge of learning and reinvention from the twin perspectives of academia and the earthy pragmatism of popular culture. It provides a set of lessons to assist organisations to learn and, more importantly, unlearn, so that they can stay ahead.

The paper starts with a brief review of some of the more important ideas around learning. It is followed by a case study of a “glorious failure”, taken from the music business using action research as the methodology.

The main findings may be summarised are: selected people who are able and willing rather than simply putting up with what you have available at the time; if your project is much bigger scale/different than that attempted previously to recognise this and act accordingly; when working with highly creative people, ensure that there is sufficient focus on end customer requirements to avoid the project becoming too self‐obsessed. These findings are highly transferable from the original field of the music industry to other environments.

Some principles for commencing the processes required to encourage learning and unlearning are developed for adaptation to particular organisations in the paper. These will be of value to anyone who seeks to introduce adaptive or transformative change in their organisation.

This article explores the challenge of getting people to willingly share knowledge skills and experience, so that their organisations may gain leverage in their collective intelligence. It does so by addressing links between knowledge management and organisational learning to increase the speed and targeting of intelligence across organisations. There is a significant role for training and learning specialists in eroding the practical and political barriers to making knowledge management a reality. A case study, expressed in the form of a mini‐scenario, is used to illustrate how learning is a crucial ingredient that assists people to work smarter. Key principles for breaking down barriers to implementing knowledge management are developed for adaptation to particular organisations.

The purpose of this paper is to explore how a group of men relate to food celebrities in the contemporary Swedish food-media landscape, especially celebrity chefs on TV.

Semi-structured interviews were conducted with 31 men in Sweden (22–88 years of age), with different backgrounds and with a variety of interest in food.

The paper demonstrates different ways in which the men relate to food celebrities. The men produce cultural distinctions of taste and symbolic boundaries, primarily related to gender and age, but also class. Through this, a specific position of “just right” emerged. This position is about aversion to excess, such as exaggerated gendered performances or pretentious forms of cooking. One individual plays a particularly central role in the stories: Actor and Celebrity Chef Per Morberg. He comes across as a complex cultural figure: a symbol of slobbish and tasteless cooking and a symbol of excess. At the same time, he is mentioned as the sole example of the exact opposite – as a celebrity chef who represents authenticity.

Scholars and policy makers must be careful of assuming culinary or social influence on consumers from food celebrities simply based on their media representations. As shown here and in similar studies, people relate to them and interpret their performances in a variety of ways.

This is one of the few studies that target the role of food celebrities in contemporary Western consumer culture from the point of view of the consumers rather than analyses of media representations.

To evaluate Thomas Cook’s financial condition, students deploy financial analysis techniques including comparative analysis. The role of financial reporting in impressions management is considered in two respects: firstly, the use of separately disclosed items by companies; and secondly, the treatment of goodwill on acquisition.

The case draws on a range of public data from Annual Reports and secondary sources including the Department of Business Energy and Industrial Strategy investigation into the failure of Thomas Cook.

Thomas Cook Group plc’s (Thomas Cook) was one of the oldest travel firms, yet its apparently sudden failure on 23 September 2019 left 600,000 holidaymakers stranded and sparked the largest ever peacetime repatriation of British citizens at cost of £83m to the Department of Transport. Around 9,000 employees who had expected to be paid on 30 September were left unpaid.Could CEO Peter Frankhauser have addressed the challenges faced by Thomas Cook more effectively during his tenure or was the company locked into a flightpath to failure? The case highlights the importance of context when performing financial analysis and encourages students to evaluate the challenges posed by the current standards related to accounting for goodwill and corporate reporting of underlying performance.

This case can be used in undergraduate financial reporting and current issues in accounting courses/modules at the postgraduate level.

In the matter of food purity and control Hospital Catering Services have been outside the law, a privileged position where the general law of food and drugs have never applied and the modern regulatory control in food hygiene has similarly not applied. In the eyes of the general public hospital catering standards have always been high above the general run of food preparation. As the NHS continued, complaints began gradually to seep out of the closed community, of dirt in the kitchens and prevalent hygiene malpractices. The general standard for most hospitals remained high but there were no means of dealing with the small minority of complaints which disgusted patients and non‐cater‐ing staff, such as insect and rodent infestations, and an increase in the frequency of food poisoning outbreaks.

How have retailers survived the recession, and who will prosper in the coming decade? In order to answer these questions, David Cook and Peter Doyle examined the strategies of a number of organisations which have managed to flourish in these times of trimmed margins and economic restraint. Their findings indicate that in future, retailers will have to adopt a sophisticated programme whereby their marketing effort aimed at generating a differential advantage in an expanded market share can be thoroughly integrated with a financial strategy or good accountancy.

A highly significant action taken by the Minister of Agriculture, Fisheries and Food, reported elsewhere in this issue, could well result in important advances in surveillance and probably legislative control over enforcement of certain aspects of EEC legislation in the Member‐states. The Minister has sent an urgent request to the Commission in Brussels to dispatch inspectors to each country, including the United Kingdom, to examine and report on the standards of inspection and hygiene with detailed information on how the EEC Directive on Poultry Meat is being implemented. Information of the method of financing the cost of poultrymeat inspection in each country has ben requested. The comprehensive survey is seen as a common approach in this one field. The Minister requested that the results of the inspectors' reports should be available to him and other Member‐states.