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Elazar’s typology of political cultures is examined. From his categorization of jurisdictions with aspects of 'moralistic' political cultures, five are selected: Wisconsin, Michigan, New York, Connecticut, and France. Their recent political history is examined and it is demonstrated that these 'moralistic' type polities have abandoned policies which formerly condemned or at least contained legalized gambling. Instead each has responded to commercial pressures for expanded gambling. The reasons why ‘moralistic’ values in making decisions in this arena have been cast aside are examined. The reasons include an international cross-polity homogenization of political cultures, a blurring of the meaning of ‘moralistic’ in today’s politics, and above all, severe economic crises that take precedence over other values.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

Using a life course perspective, we identified perceived events, transitions and trajectories in older adults' lives that contributed to and inhibited continuous participation in physical activities and exercise at three stages of their lives (ie, young adulthood, middle adulthood, late adulthood). In‐depth interviews with nine men and six women provided an understanding of how societal processes and opportunities, life course roles and transitions and individual meanings of physical exercise influenced the older adults' perceptions of and current participation in physical activity and exercise.

This paper aims to examine the tourist business and marketing strategies of a US agribusiness giant, the United Fruit Company (UFCO), between its incorporation in 1899 and 1940. It considers how tourist marketing served the company’s public-relations interest and tourism’s broader connection to narratives of US ascendancy in the Caribbean Basin.

This study is based on original research in a series of published company materials, including annual reports and a wide variety of marketing materials, as well as a variety of rare primary sources documenting the experiences of US tourists on UFCO cruises.

From its incorporation in 1899, the UFCO developed a Caribbean cruise business as a vital part of its strategies of vertical integration and expansion around the region. Marketing tropical travel at a time when tropical disease dominated US perceptions of such places required a thorough conceptual makeover, and UFCO publicity played an important part in this process. The company advertised Caribbean destinations first for their therapeutic possibilities, but by the 1920s, a framework of anachronistic space and picturesque primitivism predominated in marketing campaigns. The structure of this narrative naturalized the company’s, and more broadly, US, hegemony in the region. While on cruises, tourists became witnesses to and participants in a series of spectacles and activities highlighting the company’s technological prowess and benevolence.

This analysis centers on a largely overlooked dimension of the famed banana company’s enterprise. It is grounded in a wide collection of primary sources largely untapped by researchers, a source base that brings tourist perception and experience into the story of this company’s marketing efforts. This research brings tourism and leisure into the historical discussion of US power in early-twentieth-century Latin America.

Personnel selection has a long and successful record for effectiveness in applied psychology. We propose that this record for effectiveness has been narrowly focused on the individual level of analysis, resulting in a lack of suitability for addressing conceptual and applied phenomena at unit (group, organizational) levels of analysis. The chapter integrates the traditional personnel selection focus on individuals with recent thinking on multiple levels of analysis and we show how this alternative has implications for selection system design, assessment procedures, and validation research. Specifically, we first review and critique the individual selection model from a multi-level orientation and then explicate how multi-level selection procedures may be enacted and evaluated. We then compare the development and validation of selection practices in two fictional organizations, one using the traditional focus on individuals and one using our revised multi-level methodology, to-illustrate the benefits of the new approach. We conclude with several recommendations for future research and practice.

Several theoretical models have been developed to describe the process of successful team adaptation. Testing the models through empirical research is lacking. This study aims to empirically examine the way teams adapt to unexpected or novel circumstances and investigate the four-phase team adaptation process (i.e. situation assessment → plan formulation → plan execution → team learning), as proposed by Rosen et al. (2011).

To test the positive relationship between the four team adaptation phases and their suggested sequence, a cross-sectional field study was conducted. Data were collected from 23 teams participating during an 8-week team project.

Results from random intercept models confirmed that the team adaptation process consisted of four phases that were positively related to each other. As expected, plan formulation mediated the positive relationship between situation assessment and plan execution. However, team learning was independently related to all three previous phases, and not only to situation assessment as theory suggests.

To the best of the authors’ knowledge, the present study is one of the first attempts to test the theoretical model of the team adaptation process presented by Rosen et al. (2011). Findings illustrated that the team adaptation process is not a simple four-phase sequence, but it constitutes four dynamic phases that are strongly interrelated to each other.