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A collaborative autoethnography (CAE) conducted by six Belizean educators in a US-based PhD program in Language, Literacy, and Culture Education and one of their faculty members is presented in a creative, dialogic format in this chapter. The group of educators embarked on this reflective self-study to explore how their programmatic language and literacy education knowledge was taken up, remixed, rejected, indigenized, or transformed into local Belizean pedagogies and curricula. Using CAE methods of narrative data generation and dialogic analysis and reflection, the educator-researchers examined the degree to which their program met the expectations of Tierney's (2018) global meaning making endeavor. They found that being vulnerable learners and building their own disciplinary confidence and competence enabled them to take up the new ideas they were encountering, and that new learning led to transformative shifts in their pedagogical philosophies that included culturally relevant and proactive pedagogies. They also innovated and remixed pedagogies in their teaching contexts while wobbling with how to create sustainable changes. This work indicates that Western, US-based universities and programs can, with intentional macro- and micro-curriculum design and ongoing critical reflection, facilitate cross-cultural, international language and literacy programs that enact decolonizing and emancipatory curricula and practices.

This paper is focused on my search over nearly 60 years for an understanding of marketing – not just as a management technology, but as a social discipline which gives meaning and purpose to the technology.

This paper illustrates my life as an academic in context, which began with a strong focus on marketing in contemporary management and went on to conclude that marketing is much more than management. It was my travels across the world to widely differing markets and marketplaces that led me to this conclusion. I saw individuals, groups and organizations linking with each other in the voluntary exchange of economic and social value, self-organizing into increasingly complex networks that in the end become the institutions that frame marketing action.

I gradually came to see marketing in a much wider, intensely human setting, and to realize some of the complexities of the networks that marketing activities generate.

My story may be of assistance to younger scholars beginning a career in marketing.

Marketing is much more than management and if re-framed should/could stand alongside other social sciences in considering social and economic policy.

To build on my recollections of an unplanned life spent in search of marketing to highlight the need for younger scholars to think about marketing in a dynamic ever-changing systems setting.

The purpose of this paper is to present memories of Don Dixon in Australia and of his outstanding contribution.

The paper is based on recollections and personal diaries.

Don Dixon made a significant contribution to the development of marketing as social discipline in Australia and to the evolution of the concept of a marketing system.

The paper contributes to a reassessment of the role of Don Dixon as an outstanding scholar in the discipline of marketing.

This paper explores organization-level racialized work strategies for maintaining racialized organizations (Ray, 2019). It focuses on intentional actions to maintain dominant racial norms, demonstrating how work strategies are informed by dominant racial structures that maintain racial inequities.

We compiled a chronological case study (Yin, 2012) based on 168 news media articles and various organizational documents to examine responses to athlete protests at the University of Texas at Austin following the death of George Floyd. Gioia et al.’s (2013) method uncovered how dominant racial norms inform organizational behaviors.

The paper challenges institutional theory neutrality and identifies several racialized work strategies that organizations employ to maintain racialized norms and practices. The findings provide a framework for organizations to interrogate their strategies and their role in reproducing dominant racial norms and inequities.

In 2020, the Black Lives Matter (BLM) movement was reinvigorated within sporting and corporate domains. However, many organizations engaged in performativity, sparking criticism about meaningful change in organizational contexts. Our case study examines how one organization responded to athlete activists’ BLM-fueled demands, revealing specific racialized work strategies that maintain structures of racism. As organizations worldwide disrupt and discuss oppressive structures such as racism, we demonstrate how organizational leadership, while aware of policies and practices of racism, may choose not to act and actively maintain such structures.

The purpose of this paper is to provide a review of recent developments in electromagnetic radiation (EMR) sensing.

Following a short introduction, this paper discusses a selection of recent research and development activities concerning the sensing of gamma radiation, X‐rays and ultraviolet (UV) radiation.

This shows that novel sensors are being developed for all of these classes of EMR. Improved gamma sensors are attracting strong interest in the USA, reflecting concerns regarding nuclear security. Novel X‐ray and UV sensors are often being developed in response to new and emerging uses of these types of radiation.

This paper provides a technical review of recent research into sensors for detecting gamma radiation, X‐rays and UV radiation.

This paper aims to illustrate the value of the outsourcing life cycle, as described in several industry models, including ISO 37500.

The authors present a comparison of outsourcing life cycles to provide an overview of current practices in the global outsourcing industry.

Several outsourcing life cycles have been defined by industry associations such as the International Association of Outsourcing Professionals (IAOP) and the National Outsourcing Association (NOA). Academic research has created several outsourcing life cycles, notably the model from the London School of Economics (Cullen and Willcocks, 2005). Finally, commercial models have been defined, for example the Vendor and Sourcing Management model from IDC (2014).

Researchers will find the overview of different life cycles useful in assessing maturity of outsourcing organizations.

Practitioners will find the detailed description of ISO 37500 and the comparative life cycles to be illustrative of different approaches to managing outsourcing transactions. Both buyers and providers will be able to compare their own life cycle to industry standards.

Little or no research has been conducted on how outsourcing life cycles contribute to effective outsourcing. This paper provides a foundation for such research.

The purpose of this paper is to understand the reasons behind the intent for information technology (IT) outsourcing in academic institutions in GCC countries. It also aims to develop a multi-criteria decision model (MCDM) to aid the critical decision of IT outsourcing vendor selection.

The research utilizes a questionnaire-based survey to investigate reasons of IT outsourcing intent and the factors considered important for IT outsourcing vendor selection in academic institutions. The results of questionnaire-based study were utilized to develop a grey theory-based MCDM for vendor selection.

The results show that facilitating access to new technology, focus on core-competence, saving staff costs, and improved customer service are the most important factors for IT outsourcing intent while reputation of vendor, access to the state of art technology, quality of service, and knowledge of industry were considered as the most important factors for IT outsourcing vendor selection. Grey theory-based decision model was applied to a real case to facilitate the decision of selection of an IT outsourcing vendor.

Academic institutions that plan to outsource IT in future would be the major beneficiaries of this study. They can utilize the multi-criteria model to select the best vendor. The model facilitates a more rational decision making as it incorporates several criteria considered important for IT outsourcing vendor selection.

This study contributes to the body of research on IT outsourcing. It is first of its kind with its focus on academic institutions in GCC countries where currently education is a priority and IT is a backbone for its delivery. Another novelty of this research is that it propose a MCDM for IT outsourcing vendor selection. The findings of this study would serve as a guide to those institutions that intend to outsource IT functions to meet the ever growing needs of managing IT effectively.

Considering the limitation of the single stage vendor selection model, this paper proposes a two‐stage vendor selection framework for IT outsourcing in microfinance banks.

The paper attempts to realize a complete analysis at company level using grey systems theory for shaping the relations among variables. With the social choice function – Dodgson function, the first stage is a trial phase that helps the decision‐maker find the potential vendors, then, the decision‐maker employs those chosen vendors for the final selection with modified grey relational analysis (GRA) integrated analytic network process (ANP), which emphasizes the interrelation among those selection criteria, and avoids the subjective estimation of experts and practitioners. The case of a microfinance bank IT outsourcing vendor selection is used to verify the proposed approach.

The results of the empirical study show that the proposed method is practical for ranking competing vendors in terms of their overall performance with respect to multiple interdependence criteria for the bank's IT outsourcing.

The method exposed in the paper can be used for other supplier selection by modifying some criteria and weight.

The paper provides a method for ranking competing vendors in terms of their overall performance with respect to multiple interdependence criteria for IT outsourcing.

The US Government adopted the base realignment and closure (BRAC) to resolve the military, economic and political issue of excess base capacity. There have been five rounds of BRAC since 1988, and more are expected to come in the years ahead. The complexity of the closure and realignment decisions and the plethora of factors that are often involved necessitate the need for a sound theoretical framework to structure and model the decision‐making process. This paper aims to address the issues.

The paper presents a multiple criteria benchmarking system that integrates the employment, environmental, financial, strategic, and tactical impacts of the closure and realignment decisions into a weighted‐sum measure called the “survivability index.” The proposed index is used to determine whether the returns generated by each military base on the Department of Defense (DoD) hit list meet a sufficient target benchmark.

There is a significant amount of evidence that intuitive decision making is far from optimal and it deteriorates exponentially with problem complexity. The benchmarking system presented in this study helps decision makers (DMs) crystallize their thoughts and reduce the environmental complexities inherent in the BRAC decisions. The presented model is intended to create an even playing field for benchmarking and pursuing consensus not to imply a deterministic approach to BRAC decisions.

An iterative process is used to consistently analyze the objective and subjective judgments of multiple DMs within a structured framework based on the analytic network process and fuzzy logic. This iterative and interactive preference modeling procedure is the basic distinguishing feature of the presented model as opposed to statistical and optimization decision‐making approaches.