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The offshore oil industry is making a profound impact on different parts of the British Isles. It is only three years since Scotland advanced into the oil age with the proving of the Forties field, and a similar process may soon follow around the Celtic Sea area. Many difficult decisions and adjustments have to be made (both onshore and offshore) in the fields of employment, planning, the provision of infrastructure, marine engineering, offshore supply and transport. In such a fast‐moving industry information provision is of paramount importance, but the speed of development makes it all the more difficult to achieve. This paper attempts to aid decision making by showing what information is available in published form, and by discussing some of the available sources of unpublished data. The writer's own attempts to fill some of the information gaps are discussed and some basic acquisitions are recommended for anyone starting to build up a collection on offshore oil.

This promises to be a most interesting meeting on Information and the Environment. We are all vitally concerned. Most of us live, if not in conurbations, at least in towns and thus the countryside is our antidote; our escape. So, we are all interested in the countryside, we are all interested in planning because it affects us all, and most of us are concerned about pollution if only because we hear so much about it.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

This paper aims to identify both the traditional and novel forms of marketing behind New Zealand Prime Minster Jacinda Ardern’s landslide victory in the 2020 New Zealand General Election during the COVID-19 pandemic.

This research analysed both qualitative and quantitative data, including over 70 primary sources, the perspectives of practitioners, polling and data from surveys with over 450,000 respondents. The qualitative data was analysed interpretively against established theoretical concepts, whereas the quantitative data was analysed through descriptive statistics.

This research found that COVID-19 drastically changed what the public prioritised, allowing Ardern and Labour to position themselves as guardians of government stability, while camouflaging previous delivery failures. Labour also used a more emergent market-oriented and “polite” populist political marketing strategy.

While the survey data used is not a perfect sample of the population, it is the largest public opinion survey in New Zealand and, given its convergence with other sources, provides valuable insights into political marketing during a crisis more broadly.

This research reinforces marketing’s most important aspect; the market should drive action. How decision makers respond to the market should depend on the environment. Thus, up-to-date market research becomes even more important during a crisis, as the environment changes rapidly. This leaves prior assumptions obsolete and implies strategy needs to be adaptive. Additionally, greater public attention provides governing leaders with the opportunity to present a more well-rounded leadership image.

To the best of the authors’ knowledge, this is the first research to look at marketing while in government and election campaigning in the context of successful management of a global pandemic.

This chapter presents two stories of inspiring women political leaders, Jacinda Ardern, Prime Minster of New Zealand, and Angela Merkel, Chancellor of Germany, to shed light on the dire importance of using feminine leadership models (i.e., embodying kindness, empathy and concern for others) during the COVID-19 pandemic as well as everyday practice. I use a multi-dimensional theoretical conceptualization grounded in gender stereotyping and the theory of androgyny to emphasize the transition from historical masculine leadership ideals (‘think manager, think male’ – Schein & Davidson, 1993) to leadership discourse that symbolizes inclusivity of leadership with an emphasis on using kindness, regardless of whether you identify as a male or female leader.

This article investigates the leadership style of Jacinda Ardern, Prime Minister of Aotearoa New Zealand. It uses the model of Social Change Leadership (SCL) to evaluate her approach to leadership as well as some notable successes and failures of her premiership.

The article adopts a grounded theory approach in which five increasingly refined research iterations were conducted to detect and articulate patterns of significance (Strauss and Corbin, 1997). Ultimately, the team selected 19 leadership examples to be cross referenced with the SCL model.

The article finds that in terms of leadership style Ardern corresponds closely to the SCL framework. The 19 examples show clusters of behavior that clearly denote a SCL constellation in terms of her approach. It also finds, however, that in terms of performance goals there is a less clear picture with less coherence to the framework. These findings in turn point to an interesting potential tension in the SCL model that has hitherto not been acknowledged.

The article is the first of its kind to apply SCL to a major global political leader. It is the first structured, academic assessment of Ardern's leadership. It adds a theoretical contribution to ongoing discussions on the efficacy and utility of the SCL framework.

The news that the Ministry of Education has set up two Working Parties in connection with the proposed new Public Libraries Bill is welcome and gives further hope that such a Bill will appear in the not too distant future. From the constitutions of these Working Parties, which seem to us to be fairly representative of all interests, it would appear that the first is going to concern itself with the main aspects of the Roberts Report recommendations, while the second will be given the task of studying the problems of library co‐operation. On the first party, county libraries are represented by Miss Paulin and Mr. Budge, while Wales is represented by Mr. A. Edwards, librarian of the Cardiganshire and Aberystwyth Joint Library. Mr. D. I. Colley, the city librarian of Manchester, will be keeping a watching brief on behalf of the large libraries, but it should not be forgotten that he is also a member of the Libraries Committee of the Association of Municipal Corporations. Mr. Gardner is rightly there, perhaps not only as librarian of Luton but also as chairman of the Library Association's Executive Committee. The Smaller Libraries Group can surely have no complaints, for out of the ten members of Working Party No. I there are three librarians from smaller libraries, these being Mr. Helliwell of Winchester, Mr. Christopher of Penge and Mr. Parker of Ilkley. This Working Party is completed by two legal representatives in Mr. W. B. Murgatroyd, who is Town Clerk of Hornsey, and Mr. J. H. Oldham, who is Assistant County Solicitor for Kent.

The Covid-19 pandemic has quickly transformed the notions of crises and of living in a VUCA (volatile, uncertain, complex, and ambiguous) world into a lived experience. This chapter offers a perspective on how New Zealand businesses experienced and reacted to Covid-19 related management from a distance and with a mindset that was informed by the government’s focus on health and well-being and “being kind.” This exploratory findings from a sample of New Zealand exporters show that technology-supported management of digital distance and trust, infused with a partner-specific exhibition of empathy, fostered successful business relationships during these challenging times.

The purpose of this paper is to understand how communication strategies and the use of numbers can ensure the buy-in and cooperation of stakeholders.

Drawing on legitimacy theory, this study analysis documents regarding the communication strategies of New Zealand (NZ)'s Prime Minster, Jacinda Ardern, during the COVID-19 pandemic, in order to extract lessons for organizations. The authors contrast Ardern's communications with those of Donald Trump, the President of the United States (US), as evidence that leaders do not necessarily follow these strategies.

The findings show that clear, consistent and credible communications, backed up by open access to the numerical data that underlie the decisions, ensure that these decisions are seen as legitimate, ensure that citizens/stakeholders feel leaders are accountable and believe in the necessity of measures taken and that they conform to the guidelines and rules. By contrast, the strategy of attempting to withhold information, blaming others, refusing to acknowledge that there are problems and refusing to address problems lead to non-conformance by citizens/stakeholders. Business leaders could apply these lessons to the management of crises in their organizations to ensure buy-in from employees and other stakeholders. Leaders and organizations that follow these communication strategies can emerge in a stronger position than before the crisis.

This paper develops a theoretical framework of strategies aimed at maintaining and disrupting legitimacy among key audiences, which can be used in future research.

This paper highlighting how organizations and organizational leaders can best communicate with stakeholders using accounting, thus coming across as being accountable during crisis times.

The legitimacy maintenance strategies outlined in this paper ensures that stakeholders feel leaders and the organizations they represent hold themselves accountable.

This paper outlines the lessons that an organization can learn from communication strategies adopted by governments during the COVID-19 crisis. The paper extends legitimacy theory by explicitly acknowledging the ability to disrupt the legitimacy of others and including this in the authors’ theoretical framework.