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Work-life flexibility policies (e.g., flextime, telework, part-time, right-to-disconnect, and leaves) are increasingly important to employers as productivity and well-being strategies. However, policies have not lived up to their potential. In this chapter, the authors argue for increased research attention to implementation and work-life intersectionality considerations influencing effectiveness. Drawing on a typology that conceptualizes flexibility policies as offering employees control across five dimensions of the work role boundary (temporal, spatial, size, permeability, and continuity), the authors develop a model identifying the multilevel moderators and mechanisms of boundary control shaping relationships between using flexibility and work and home performance. Next, the authors review this model with an intersectional lens. The authors direct scholars’ attention to growing workforce diversity and increased variation in flexibility policy experiences, particularly for individuals with higher work-life intersectionality, which is defined as having multiple intersecting identities (e.g., gender, caregiving, and race), that are stigmatized, and link to having less access to and/or benefits from societal resources to support managing the work-life interface in a social context. Such an intersectional focus would address the important need to shift work-life and flexibility research from variable to person-centered approaches. The authors identify six research considerations on work-life intersectionality in order to illuminate how traditionally assumed work-life relationships need to be revisited to address growing variation in: access, needs, and preferences for work-life flexibility; work and nonwork experiences; and benefits from using flexibility policies. The authors hope that this chapter will spur a conversation on how the work-life interface and flexibility policy processes and outcomes may increasingly differ for individuals with higher work-life intersectionality compared to those with lower work-life intersectionality in the context of organizational and social systems that may perpetuate growing work-life and job inequality.

The American library community is discovering small businesses and economic development. Individual librarians and libraries, of course, have provided effective information services to the business community for many years. Library service to businesses influenced John Cotton Dana to found the Special Libraries Association. Large urban library systems established “mercantile” libraries during the early years of their development. Within the past decade, however, the library community's service to the business and economic development sector has increased significantly. The reasons for this surge in service are simple. Service has been increased because of accountability, competition, opportunity, and evolution. It will be helpful to discuss each of these areas before presenting ten steps state library agencies can take to foster small business development and economic development because factors in each area need to be considered in order to establish a conceptual background for the recommendations.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

The manager's brief is invariably the same: find a way of cutting costs without impairing performance. But how does he go about it? Two methods described here are designed to meet that challenge.

David Peace’s Red Riding quartet ( 1974; 1977; 1980; 1983 ) was published in the UK between 1999 and 2002. The novels are an excoriating portrayal of the violences of men, focusing on paedophilia and child murder, the hunt for the Yorkshire Ripper and, predominantly, the blurring of boundaries between the activities of police officers, criminals and entrepreneurs. This chapter aims to examine the way in which the criminal entrepreneur draws on socially constructed ideas of masculinity and the capitalist ideal in order to establish identity. This will be achieved through an examination of John Dawson, a character central to the UK Channel Four/Screen Yorkshire’s Red Riding Trilogy, the filmed version of the novels, first screened in 2009. The central role of networks of powerful men in creating space for the criminal entrepreneur and the cultural similarities between police officers and criminal entrepreneur will be explored.

Using the research approach of bricolage, the chapter provides a reflexive commentary on the films, drawing on a number of other texts and sources, including news accounts of featured events and interviews with the author David Peace and the series co-producer Jamie Nuttgens – an analysis of the texts, using a framework suggested by van Dijk (1993) and McKee (2003) features.

The centrality of the idea of hegemonic masculinity to the activities of both police officers, and criminals and businessmen and Hearn’s (2004) assertion that the cultural ideal and institutional power are inextricably linked are examined through an analysis of the role of Dawson (and his three linked characters in the novels) in the Red Riding Trilogy.

The chapter provides an analysis of one film series but could provide a template to apply to other texts in relation to topic.

The social implications of the findings of the research are discussed in relation to work on the impact of media representations (Dyer, 1993; Hall, 1997).

It is intended that the chapter will add to the growing body of academic work on the criminal entrepreneur and the ways in which media representation of particular groups may impact on public perception and construction of social policy.

Over the past few decades, the higher education landscape underwent dramatic changes, causing strain on higher education institutions (HEI) worldwide. The academic debate is filled with very well-argued accounts of these developments. Advances in information and communication technology (ICT) add an additional layer to this already complex reality. Against this backdrop, it is necessary that the question of managing and administering HEI today be rethought. Emerging technologies such as artificial intelligence (AI) and cognitive computing, augmented, virtual and mixed reality (R+), Internet of Things (IoT), blockchain, bear the promise to effectively assisting HEI administrators in navigating their institutions through the period of profound change. This chapter offers a brief account of that.

This piece is a republished autobiography of Alfred D. Chandler, Jr.

Chandler reflects on his life and career as a management historian.

Chandler reflects on his life and career, in particular how he came to write Strategy and Structure and its impact on him as a historian. He also discusses his life at Harvard Business School, the editing of the Roosevelt letters, and the writing of The Visible Hand.

This is excellent background material for the other papers in the issue, as well as a valuable personal insight into Chandler's own thinking.

The purpose of this paper is to explore the roots of anti‐American sentiment around the world and recommend a plan of action for US‐based global companies.

Public opinion of the US has been in decline worldwide for a number of years. While negative attitudes are primarily a reaction to America's foreign policies, particularly in the Middle East, they may also be rooted in the different varieties of capitalism practiced in the US and most of the rest of the world. This article explores this aspect of anti‐Americanism and reviews the branding strategies of global leaders such as McDonald's, Proctor & Gamble, and Starbucks.

Successful US‐based global companies follow three best practices: they sink deep roots wherever they do business, they share their customers' cares and they share their dreams. A global brand development plan based on these three tenets can provide a stable environment within which to do business.

This paper offers a new perspective on the roots of anti‐Americanism, as well as practical advice based on the experience of leading global brands.

THE following is a memorandum upon a system of guiding the shelves and indexing the contents of an open‐shelf reference or lending library:—

IT is evident from the numerous press cuttings which are reaching us, that we are once more afflicted with one of those periodical visitations of antagonism to Public Libraries, which occasionally assume epidemic form as the result of a succession of library opening ceremonies, or a rush of Carnegie gifts. Let a new library building be opened, or an old one celebrate its jubilee, or let Lord Avebury regale us with his statistics of crime‐diminution and Public Libraries, and immediately we have the same old, never‐ending flood of articles, papers and speeches to prove that Public Libraries are not what their original promoters intended, and that they simply exist for the purpose of circulating American “Penny Bloods.” We have had this same chorus, with variations, at regular intervals during the past twenty years, and it is amazing to find old‐established newspapers, and gentlemen of wide reading and knowledge, treating the theme as a novelty. One of the latest gladiators to enter the arena against Public Libraries, is Mr. J. Churton Collins, who contributes a forcible and able article, on “Free Libraries, their Functions and Opportunities,” to the Nineteenth Century for June, 1903. Were we not assured by its benevolent tone that Mr. Collins seeks only the betterment of Public Libraries, we should be very much disposed to resent some of the conclusions at which he has arrived, by accepting erroneous and misleading information. As a matter of fact, we heartily endorse most of Mr. Collins' ideas, though on very different grounds, and feel delighted to find in him an able exponent of what we have striven for five years to establish, namely, that Public Libraries will never be improved till they are better financed and better staffed.