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The purpose of this paper is to explain people's divergent perceptions of companies' corporate social responsibility (CSR) activities in order to help organizations strategically manage their global responsibilities.

Combining institutional theory and role‐theory, the authors examine how people's expectations for the role of business (RoB) in society define the standard by which corporate activities are judged. Where conformity to institutional models confers “legitimacy” and compliance to social scripts constitutes “appropriate” behavior, the authors contend that congruence with RoB expectations is what defines corporate responsibility. This research utilized a quasi‐experimental method to explore the effects of stakeholder status and individuals' RoB expectations on their assessments of CSR activities.

Significant differences were found between stakeholder groups on all but one of the CSR activities scales. Of substantially more impact, subjects' RoB expectations were found to significantly shape their assessment on all CSR activities scales. A factor analysis of the RoB items identified five dimensions to the role business plays in society, which together define a holistic model for global responsibility.

Subjects were recruited by convenience and randomly assigned to the four experimental conditions, so they are not representative of the general population. Future research would benefit from cross‐cultural, longitudinal and qualitative explorations into people's RoB expectations.

The five RoB components provide managers with a tool to strategically manage a multi‐dimensional portfolio of corporate CSR activities.

This research applies role‐theory concepts to the study of CSR, thereby introducing some emergent, situational, negotiated and idiosyncratic dynamics to our understanding of global responsibility.

Earlier research has identified adaptive leadership strategies and organizational culture as two key factors that influence a firm's adaptive capabilities. However, little is known about how leadership and organizational culture affect each other. Nor do the authors know how the combined effects of adaptive leadership and culture facilitates organizational adaptation over time. The purpose of this paper is to address this gap by using a co-evolutionary perspective to enhance the understanding of this phenomenon.

Data were collected through informant interviews, observations and archival material.

Study findings reveal that leaders can enhance organizational adaptability by creating an appropriate context to guide the co-evolutionary interactions between their leadership strategies, organizational culture and employees towards the ongoing achievement of firm goals.

The study enhances the understanding of how leaders facilitate organizational adaptability, especially in a family business context.

In this book it was proposed that autistic females and African American autistics are usually not participants in autistic research because they rarely receive an autism diagnosis. If diagnostic services were made more congenial for autistics from these groups, then the prospect of them being diagnosed as autistic and being available to be research participants would increase. To help achieve this outcome, this chapter begins by presenting some typical barriers that autistics encounter when trying to access autism diagnostic services. This is followed by an explanation of some consequences of this exclusion for autistics, their families and the research community. In an attempt to mitigate these consequences, and to increase the pool of potential autistic candidates for research, this chapter concludes with a series of suggestions to improve the public's accessibility to autism diagnostic services as well as suggestions for improving the autism diagnostic process for both children and adults.

The contribution that this chapter makes to the field of autism spectrum research is to provide clinicians with some important concepts that will help autistics feel valued and accepted during the diagnostic process. A potential flow-on effect of this knowledge is that more autistics who have experienced feeling valued and accepted by clinicians will be more inclined to be involved in research.

Part II and last MECHETTI. Vienna FOUNDED in 1795 by Carlo Mechetti as a dealer; since 1807 in partnership with his nephew, Pietro; the publishing firm styled Carlo Mechetti & Neffe in 1809; after Carlo's death in 1811, Pietro became sole owner; he was succeeded in 1850 by his widow, Therese; c. 1855 the firm was taken over by A. Diabelli & co. (cp. Peter Cappi).

Today we find ourselves throughout many regions of Europe engaged in a lively debate as to the likely employment, education and training futures of the tourism industry. This debate owes its origins to the accelerating pace of technological change and market turbulance, which seems to have penetrated the entire industry.

Coaches as leaders of sports teams should identify the causes of conflict between the athletes and handle conflict effectively. The aim of this study was to examine the methods and ways coaches use to handle conflict in professional teams in Greece. The sample consisted of 42 professional football‐soccer, basketball and volley ball coaches, which were surveyed using questionnaires. Using the descriptive statistics and the one‐way Analysis of Variance (ANOVA), it was found that: a) coaches are using five styles in order to manage conflict, and b) the most effective styles that can resolve team conflicts are the collaborating style, the compromising style and the avoiding style and the least effective styles from those suggested are the competing style and the accommodating style.

Reflecting on the contingencies and felicitous moments of life and career, a senior scholar celebrates the intellectual community and friends that inspired and sustained his efforts.