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This study aims to examine the process model of quondam commitments (commitments employees used to have, but no longer have). It is part of a new perspective aimed at understanding better the concept of commitment, a powerful determinant of employee retention, by looking at gone commitments.

Drawing on a qualitative methodology recommended in the most recent commitment literature, life story interviews (Study 1 – flight attendants) and non-directive interviews (Study 2 – pilots) were conducted.

The authors propose a revised process model of quondam commitments, including the possible transformation of a commitment bond into a different type of psychological bond over time.

The sample sizes are limited because of the qualitative nature of both studies, and the quondam commitment outcomes could only be studied at the individual level. However, the innovative nature of the work offers important contributions and avenues for research.

This study provides concrete perspectives for hospitality professionals to retain employees who question their relationship with work. Its relevance goes beyond the airline sector and can be applied to the hotel or restaurant industry, looking for solutions to deal with massive attrition.

This research contributes to filling three gaps identified in the commitment literature. It is one of the very rare studies considering closely both multiple targets and multiple types of psychological bonds. Moreover, it incorporates their dynamics, beyond the commitment bond, and suggests a refined model.

Sustainability has become a topical issue in many countries, with emphasis on green buildings. Though Ghana has recently adopted green buildings, there is lack of its speedy implementation. There is little literature on the adoption of green certification of buildings, especially in a developing country like Ghana. The purpose of this paper is to identify the factors that drive the adoption of green certification of buildings in Ghana.

The study adopts face-to-face and telephone interviews, using a semi-structured interview guide among ten built environment professionals. Qualitative responses to the interview are thematically analysed using Nvivo 11 Pro analysis application software.

The findings suggest that “observability of the benefits of green certified buildings”, “commitment of Government to green building initiatives”, “incorporating green certification of buildings into the code of practice of professional bodies”, “green building certification incentives”, “public acknowledgement of the green building concept”, “policies and regulations to enforce the adoption of the concept” and “effective communication and source of information on the concept” are the factors that drive the adoption of green certification of buildings in Ghana.

The paper contributes to the understanding of the factors that drive the adoption of green building certification in Ghana. With these findings, stakeholders and industry practitioners can make informed decisions regarding how they can put in place strategies to ensure the effective adoption of green certification of buildings. Though this study was conducted within the context of Ghana, its findings and implications can be useful to policy makers, stakeholders and practitioners in other developing countries.

Poverty is indeed a terrible monster confronting humanity today. It is alarming and, indeed, not without despair to note that 22,000 children under five die every day as a result of poverty. Thus, in a calendar year, more than eight million children do not progress past the age of five years. One of the world's worst atrocities, which has endured in the minds and hearts of humanity, was the Holocaust, in which six million people were murdered. It continues to be viewed with indignation and revulsion. Bizarrely, the deaths of eight million innocents pass without notice, without indignation and revulsion, and with very few tears being shed. Does this mean that in maybe 50 years from now, we will be condemned as mass murderers, and mentioned in the same context as Hitler's murderers? It is necessary to take note of this. It is necessary to consider our own personal position vis‐à‐vis this reality and take moral decisions. This paper aims to address this issue.

The paper is a meta‐analysis, which relied on secondary sources of information. It is a qualitative study which is based on conceptual analysis, theory building, and the emic perspective (authors' viewpoint).

Humanity is entrusted with the wellbeing and survival of our planet and its inhabitants, and we have definitive custodian responsibilities to exercise. In the final analysis, the hallmark of a successful life is the ability to say: I have left this earth a better place than when I arrived. If poverty is left unchecked, will we be able to make that statement with a clear and untroubled conscience?

There is indeed a solution to global poverty. In order to reach this desired state of affairs, there is just one requirement: international commitment and willingness to change the current status quo. This is not negotiable, but a necessary and sufficient ingredient for change. The rest is detail and can be achieved through a process of hard work, involvement, and essentially, empathy.

This paper is valuable because it confronts one of the disgusting issues affecting humankind today – poverty. Poverty cannot be eradicated if we stand akimbo watching without addressing it. This piece of treatise is an effort by the authors to address it, and proffer possible ways to tackle the malady.

The 170-year-old Master in Business Administration (MBA) program is becoming obsolete and inefficient to address today's real-world problems, and is facing mounting criticism from business scholars, management deans, and academic scholars alike. Reviewing major criticisms, this chapter suggests a new design for the MBA program that will not only address the criticisms but also accept a paradigm shift that will spearhead it in coming decades. The redesigned MBA “structure” proposes a four-semester full-time program, during which each semester delves into deeper marketplace problems of increasing complexity (i.e., from simple to complex to unstructured to wicked problems) and deals with these problems with new levels of critical thinking skills and ethical reasoning processes tempered by corresponding entrepreneurial knowledge, skills, and values. The “content” of the redesigned program is anchored around five major themes of business learning: namely, intrinsic motivation management, creativity and innovation management, productivity management, revenue management, and eco-sustainability management, each geared to generate professional entrepreneurial knowledge, and skills and values urgently needed today. Numerous beneficial features of this newly redesigned integrated business management program (MBA) are also discussed.

This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and elucidates the central and strategic importance of corporate identity apropos corporate communications, corporate image, attributed stakeholder identifications and resultant behaviours. The strategic importance of corporate identity is noted. The continuum incorporates a variety of disciplinary/theoretical perspectives.

The paper/framework is informed by corporate marketing and strategic perspectives; legal theory of the firm; social identity branch theories; and stakeholder theory. The effects and management of corporate identity are seen as a continuum. The framework accommodates Tagiuri’s (1982) scholarship on corporate identity.

This paper formally introduces and explicates “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum”. Corporate identity management is an on-going strategic senior management/strategic requisite. Notably, the legal theory of company law – routinely overlooked – and its impact on corporate identity management is accepted, acknowledged and accommodated. The importance of stakeholders and stakeholder identification (a derivative of social identity theory) is underscored.

Via the explication of the continuum, managers can comprehend the nature and importance of corporate identity; appreciate that corporate identity adaptation/change is on-going; comprehend its interface/s with corporate communications, stakeholder attributed identities, identifications and the business environment; understand the need for on-going fidelity to an institution’s legally based core purposes and corporate identity traits (juridical identity); cognise the efficacy of constant stakeholder and environmental analysis. Corporate identity sustainability requires corporate identity to be advantageous, beneficial, critical, differentiating and effectual. Stakeholder prioritisation is not solely dependent on power, legitimacy and urgency but on legality, efficacy, ethicality and temporality.

The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and, moreover, seeks to be of utility to scholars and practitioners of corporate marketing, strategy and company law. Arguably, therefore, the framework is more ambitious than extant framework on the domain. The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and seeks to be of utility to scholars and practitioners of corporate identity, communications, images, identification, stakeholder theory, company law and, importantly, corporate strategy.

Comments on the selection of books and journals in the collection, borrowing attitudes and facilities. Notes that a helpful librarian may spell the difference between project success and failure regardless of facilities. Concludes that it would be helpful if senior library users spoke up more vehemently at budget appropriation meetings.

This paper aims to avail a soft approach to embracing the process of creating a business code of conduct and ethics and make it work for a pharmaceutical company [player] which wants to remain relevant before stakeholders and society, amidst escalating inducements to go against the acceptable pharmaceutical behaviour.

Data collection was guided by qualitative methodologies. A four stepwise process was followed: data collection at the case company – Kampala Pharmaceutical Industries (KPI), Uganda; validation of data collected at KPI; data collection from external stakeholders of KPI; and re-validation of KPI data based on data collected from external stakeholders. In all this, combination of semi-structured and informal interviews with CEOs, senior staff managers, non-participant observation of ethical related activities plus organizing a stakeholder engagement workshop on business code of conduct and ethics was achieved. This workshop helped document what ought to be an ideal design process to secure stakeholder buy-in of the code of business ethics. A local pharmaceutical company in Uganda, KPI was used, which, for continuous five years since its adoption of the business code of conduct and ethics, registered commercial viability without any record of unethical practices. Triangulation was used to ensure credibility and validity of the results. For data analysis, a three-stepwise process was followed, which helped develop a framework within which the collected data revealed themes which were later analyzed. For generalization of the findings, the “adaptive theory approach” was used.

When poorly introduced in an organization, the business code of conduct and ethics can work against the company simply because it will be received with “intentional rebellion” from stakeholders, notably staff. However, when a soft stakeholder engagement and consultative approach is used and followed during the business code of ethics and conduct’s design process, multiple stakeholders feel proud and are much willing to live by the promise spelt out in it. Cited notable benefits of living by the code include reputational enhancement, strategic competitiveness and increased possibilities of wining cross-border cooperation among like-minded pharmaceutical players. In the efforts to reap from the code of ethics, communication was observed as an indispensable activity. Refresher trainings to remind the stakeholders about the promises in the code are also needed as time passes by, otherwise they forget. Needless to say, rewarding those who live an exemplary life in embracing and living by the code was cited as key in sustaining the ethical agenda. Lastly, managing multiple stakeholders influences is a curvilinear fashion and involves back and forth consultations.

The lessons learnt from KPI can be borrowed and used by both global pharmaceutical players and national/local players, especially those that face challenges living by the promise of their existing codes or those without business code of conduct and ethics. That is, both players can use the suggested process to help participants in their medicine supply chain to come up with working business codes of conduct, as well as guide the stakeholder consultative process which results in stakeholder buy-in.

For many years, issues surrounding bioethics have dominated priorities of World Health Organization (WHO), UNESCO and many international and national development allies. However, there is an escalating violation of medical codes of conduct and ethics. Hence, this publication is a step toward the implementation of the principles and objectives of the UNESCO Universal Declaration on Bioethics and Human Rights which is currently challenged with a difficult question posed by life sciences – How far can we go given the dented medical relationship between ethics, medical science and freedom?

NOT for a long time have books and libraries featured in the correspondence columns of The Times and other newspapers as regularly as they have in 1960. Earlier in the year Sir Alan Herbert's lending rights' scheme had a good run, and we have clearly not yet heard the last of it. Indeed, a Private Member's bill on the subject is to have its second reading in Parliament on December 9th. More recently, the Herbert proposals have had a by‐product in the shape of bound paperbacks, and a correspondence ensued which culminated in Sir Allen Lane's fifth‐of‐November firework banning hard‐covered Penguins for library use.

The purpose of this perspective paper is to answer the question of why some multinational corporations (MNCs) do not evolve and fail to avoid retrogression by natural selection in international business (IB) and to introduce eight papers selected for this special issue.

The authors conceptually discuss the reasons for MNC failure by illustrating key motivations behind foreign direct investment (FDI) undertaken by MNCs based on internalization theory, the OLI paradigm and the OILL (i.e. OLI plus the learning motivation) paradigm. Then, the authors develop an evolutionary perspective to explore the survival of the fittest in the global markets and the natural selection of MNCs.

The eight papers selected for this special issue expand the authors’ understanding of globalized organizations' challenges, evolution and decline as well as offering a distinct opportunity to reconsider diverse extant theories about MNCs by suggesting an extension that accounts for the rise of various globalized organizations particularly in and from emerging markets.

Despite increased numbers of MNCs, which struggle to survive and are faced with great risk of failure, the authors’ understanding of them still remains in infancy. While scholars have investigated diverse topics related to MNCs, existing studies have developed theories predominantly emphasizing MNC success. Thus, conventional theories in IB such as internalization theory and the OLI paradigm may not be sufficiently applicable to explain the phenomenon of MNC failure (i.e. MNC decline). Based on authors’ discussions, the authors believe this is an appropriate time to refine mainstream IB theories by concurrently considering both evolution and retrogression.

The purpose of this paper is to explicate the natures, histories, similarities and differences of, and between, corporate communication and corporate marketing.

The modus operandi of the article is to map these two territories and, by this means, afford assistance to scholars and practitioners within the communications and marketing domains who share the authors' intellectual and instrumental interests in these two territories. As such, the article seeks to provide a general introduction to the nature of these two fields along with their bases and rationales.

Whilst there are significant differences between corporate communication and corporate marketing, the authors also found similarities in terms of the importance accorded to identities (an identity‐based view of the corporation can be significant here) and are mindful of the impact of ethics and note common grounds in their analytical focus. Both areas are also inextricably linked by virtue of their foci on corporate‐level concerns rather than product‐related concerns that have, for the main, predominated vis‐à‐vis traditional modes of communication/PR and marketing.

From a theoretical point of view the paper invites to explore the synergies between these two disciplines. From a practical point of view practitioners are invited to rethink their communications under the lens of corporate marketing and corporate communication.

The contribution of the paper is to provide an extensive literature review of the two fields that uncovers the theoretical backgrounds of both disciplines, their nature and analytical focus. Also, the value is to compare these two fields one with the other.