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Human resource professionals (HRPs) remain challenged by ethical conundrums in the workplace. Business leaders are asked to respond to demands for efficiency in an environment of distrust or skepticism amongst employees and customers. HRPs who understand ethical decision-making as well as ethical perspectives and implications of actions within the organization can create value within their organizations. The purpose of this paper is to discuss the five ethical content issues of Hosmer’s (1987) model related to the twenty-first century human resource management (HRM) themes.

As a result of a syntheses of leadership and HRM philosophies over several decades, six propositions associated with the content issues are suggested.

HRPs are well-positioned to encourage ethical and moral decision-making within their organizations when they are able to contribute to creation of a culture that honors duties to stakeholders and supports organizational success.

The existence of synthesized analysis regarding organizational leaders, human resource managers, ethics and culture to build organizational success is limited. Thus, this paper highlights a need for organizations and for HRPs to dedicate policies and implement practices which can support ethical sustenance in today’s organizations.

Health of humans made pharmaceutical products essential in efforts either to cure or alleviate pain, or to remove disfiguring blemishes. It is doubtful if the public was sceptical — it was certainly eager to buy! The claims made for preparations and the ways of reaching the consumers necessitated various forms of advertising which reveal some of the attitudes and ideas current in British society in the 17th and 18th centuries. Much surviving evidence has come from the press and other publications, although other media were used too.

I HAVE sometimes been asked whether I am conscious, as the present editor of THE LIBRARY WORLD, of the spirit and influence of its founder, James Duff Brown, and of his editorial successors, who included J. D. Stewart and W. C. Berwick Sayers. The answer is that of course I am—how could it be otherwise?

This commentary examines the autonomy‐control argument in public mental health and how services have developed over the years from prejudiced asylums, to community‐based care. Peter Tyrer discusses how people with mental ill health, who have struggled to gain independence and autonomy of their lives, are finally enjoying their emancipation.

A NEW YEAR is a season of Stocktaking in normal times; this year it is especially so. The library journals of the world all fill their pages with discussions on libraries in a time of economic depression and financial stringency; and in America this note is even more Stressed than in any country, and we trust that some good may come of it seeing that America has proved more helpless in the face of world depression than any nation had thought possible. That, however, is by the way. The immediate problem of the New Year is how to ensure that in the general reductions of expenditure that are being made the expenditure on libraries is reduced as little as possible.

THE British Motor Corporation has taken an important step in setting up a new centre to give a thorough training in modern management and techniques to many of its own people. Of course, Haseley Manor, the Corporation's staff college for almost ten years, has done much to weld together the constituent companies which make up the parent body and it created a climate of good management during a period of rapid growth.

ANYONE who might have looked in at one of the windows of the “pavilion” at Churchill College in Cambridge in the late evening of September 11th, 1967, would have witnessed a rather remarkable event—a group of British and Scandinavian librarians performing with great sincerity a stirring musical interpretation of “Bobby Bingo”, using a variety of instruments ranging from potato pots and wine glasses to combs and human voices.

The leaders’ perception about self and the opinion of the subordinates about them is crucial to understand why some leaders qualify for hate. Much has been discussed on the positive and ethical side of leadership. However, the research on the darker side of leadership needs more attention. Therefore, the purpose of this paper is to explore the factors along with their impact responsible for hate-for-leaders, a relatively scant area of leadership. This study may facilitate understanding why some leaders become subject to hate despite many efforts by the organization.

For exploring the different factors responsible for hate-for-leaders, a survey was conducted by developing a scale using the focus group, Delphi technique, exploratory factor analysis and confirmatory factor analysis. The results were analysed using structural equation modelling.

The factors responsible for qualifying the leaders for hate were identified. Moreover, the results indicated that the subordinate hate the leaders for his/her unacceptable behaviour/actions which they assume the leader has control over it and exhibited otherwise intentionally on targeted employees. Moreover, some undesirable behaviour of leaders is attributed to fundamental attribution errors i.e. situational factors.

A fully developed scale for assessing the hate-quotient for leaders is proposed. This research will facilitate the managers/leaders as to why some of the followers/employees hate them. This scale provides an opportunity for managers and leaders to introspect themselves for improved workplace relationships and not to encourage sunflower management that seeks to get submissive and aligned-thought employees around the leader.

The fact that the decisions taken by managers/leaders adversely affecting the employees are not always because of malice or wrong intentions but sometimes due to situational factors i.e. fundamental attribution error. Moreover, the scale act as a reference to evaluate the hate-for-leaders in the organizational context.

The purpose of this conceptual paper is to introduce a new governance model based on collaborative co-creation of value that leads to the strategic integration of football clubs and their community trusts. This paper also introduces a new process framework that can be instrumental to practitioners and can be operationalised by researchers.

The paper is underpinned by social strategy literature, the service-dominant (S-D) logic framework of value co-creation, stakeholder thinking and the creating shared value (CSV) framework. The process framework is based on the P.A.S.C.A.L. (perception, analysis, synthesis, choice, action and learning) decision-making process introduced by Goodpaster (1991).

Although the evidence that we have presented shows that some clubs are already applying some of the strategies that are part of our process framework, the paper highlights further opportunities particularly for clubs with less-developed social schemes.

This paper is a conceptual paper based on an ongoing multi-case study of four English Premier League clubs. The evidence we introduce is to bring our proposed process framework to life. As implications for future research, the process framework can be tested empirically. Future studies might also focus on how the international footprint of the community trusts influences their strategic integration with the rest of the club. Lastly, the leader plus team might be used as a new unit of analysis in future research.

This conceptual paper can mitigate the separation fallacy that decouples social schemes from football and commercial objectives. Our process framework illustrates how stakeholder relationships are governed and lead to value creation. The strategies within the CSV framework are a roadmap for expanding social and economic value co-creation.

Our process framework for collaborative value co-creation can guide practitioners on how to develop and implement their social strategies.

The originality of this paper is in the application of the S-D logic and the CSV framework to social strategies in football clubs and the introduction of a process framework that may be operationalised by researchers and applied by practitioners as they develop and implement their social strategies.