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This study aims to explore the economic impact of the Great Recession on consumers' economic attitudes and behaviors.

Data were collected through a questionnaire completed by 2,120 subjects. Eight propositions involving six constructs (i.e. “recessionary impact on others”, “economic knowledge”, “economic concerns”, “recessionary resignation” (as antecedents) and “financial prudence” and “propensity to postpone major purchases” (as outcomes)) and five consumer (age and gender) cohorts were tested through structural equation modeling.

Ten relationships, each grounded in behavioral economics theory, were tested. Nine were statistically significant. But unexpectedly, two significant relationships were negative. Specifically, their perceptions of “recessionary impact on others” and “economic concern” influenced consumers' financial prudence and major purchase postponement. As predicted, consumers' “recessionary resignation” influenced them to postpone major purchases, but did not impact their financial prudence. “Economic concerns” negatively influenced financial prudence, but failed to influence postponement. Financial prudence influenced propensity to postpone major purchases. Age status significantly influenced financial prudence and postponement, but only among the youngest (less than 29 years) and oldest (45+) cohorts. Results revealed the more women knew about the economy, the more inclined they were to postpone major purchases. Older women, in particular, were prone to recessionary resignation. Interestingly, the condition encouraged older women to be less financially prudent. Theoretical explanations for unexpected relationships are offered.

Managerial recommendations for promoting and positioning products during or in the immediate aftermath of recessionary situations are developed.

The collapse of the Soviet Union and the success of the US economy at the end of the second millennium do not necessarily mean the end of socialism. In fact both capitalism and socialism are beneficial for a unitary human development, which consists of both material and spiritual development. Capitalism, with its emphasis on self‐interest and individual freedom, has been crucial to material development. But socialism, with its preference for other‐interest and collective necessity, is conducive to spiritual development. Thus, what is needed for further development of the human race is a unitary economics that synergizes capitalism and scoialism.

The topic of whistleblowing is achieving prominence as a question of social policy. Some influential voices are suggesting that far from whistleblowing — informing on organisations —, being socially undesirable, it may in certain circumstances be an activity deserving high praise. Inevitably it entails huge risks to the activist, and these risks need to be personally and carefully considered. John Banham, Director General of the Confederation of British Industry, wrote in support of the Social Audit report on the subject (Winfield 1990), and a committee established by the Speaker of the House of Commons has suggested the possibility of honouring whistleblowers in the British Honours system for their good corporate citizenship. There have also been landmark reports in America, Australia and Canada (Leahy 1978, Electoral and Administrative Review Commission 1990, Ontario Law Reform Commission 1986).

The purpose of the study described in this paper was to explore with property and facilities managers to what degree they are able to achieve a good return for their organisations on PFM, and what might facilitate or inhibit that.

Semi‐structured interviews were held with 12 managers with significant experience of property and facilities management (PFM). A variety of industry sectors, and the public sector, were represented in the sample. Within these interviews, the researchers were able to explore the opinions of respondents and the qualitative data gathered provided interesting insight on the research topic.

This research identifies that in practice it is extremely difficult for companies to achieve a wide spectrum of added value from property and facilities. Property management may have a lower profile in organisations than it deserves, with a concentration on cost rather than opportunity. A sense of resignation may be created by long leases, which are still “the norm” in the UK. The literature review and primary research show dissatisfaction with long leases and a strong preference for more flexible arrangements with landlords. Flexibility is inextricably linked to the expectation of better return on property investment. The demand for flexibility is felt most acutely in economic recession, which causes organisations to consolidate space and manage property and facilities at a micro level.

This research was based on a relatively small sample size (12), collected from volunteer respondents in the south of the UK. On the basis of the findings, there is scope for further research on a larger scale, perhaps involving structured samples, quantitative data collection methods, and comparisons of the UK with a country where PFM choice is wider, such as the USA or Australia. Development of an economic model of the impact of flexibility on return on investment might be possible.

This paper provides a comprehensive discussion of how PFM is typically managed in the UK and how property and facilities managers would like to see it improve in the future.

This paper has identified an apparent suppressed demand for more flexibility in the property market in the UK. This could be of use to PFM suppliers in designing future offerings, and to the companies who use PFM services in articulating their requirements to suppliers.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

This research explores anticipated long-term change in the retail and services marketplace, directly arising as a result of the Covid-19 pandemic.

A series of 20 in-depth interviews were conducted with retail and service stakeholders (executives, suppliers and thought-leaders) from across Asia-Pacific (New Zealand and Australia), the United Kingdom, Europe and the United States.

We identify six guiding principles for long-term change in the retail and services sector required to guide future business development and practice, including embedding new ways of working, rethinking the role and purpose of physical space, prioritizing digital elements, integrating employees in community, building agile supply and planning for future turbulence.

The Covid-19 pandemic is different from prior disruptive experiences in that it was a sudden shock to business and was collectively experienced by firms, workers and consumers across the globe. This research provides a view of decision-makers’ sensemaking and anticipated changes impacting the future retail and services marketplace.

A company may ignore its non‐obligatory responsibilities to employees during a major change such as a merger, leading to their disaffection and feeling of insecurity. The purpose of this paper is to explore how employee views of the merged organization differ by their pre‐merger background, and to explain the impact of the poorly perceived organizational virtue on employees' emotional response to the merged organization including satisfaction, emotional attachment, job security and loyalty.

The methodology involved a questionnaire survey of employees from an organization in crisis following a merger due to poor employee morale and high labor turnover.

The two major findings were: first perceptions of organizational empathy, warmth and conscientiousness were strongly correlated with employee loyalty, perceived job security, satisfaction and emotional attachment. Second, company background prior to the merger had a contrary effect to that expected from existing literature; employees from the acquiring companies had more negative feeling towards the merged organization.

The research findings highlight the importance of promoting the virtues of empathy and warmth as keys to ensuring the emotional attachment and loyalty of key employees to ensure the long‐term success of the merger.

Despite growing interest in applying virtue ethics into business, empirical studies assessing organizational level virtue are rare. This empirical study of the organizational virtue advances, complements, and distinguishes itself from existing studies on merger, by demonstrating the importance of non‐obligatory virtues (those beyond legal and economic responsibilities) perceived by employees.

Mergers may be the truest test of great leaders.