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Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.

The first Research in Labor Economics (RLE) volume was published in 1977. Its founding editor, Ronald Ehrenberg, saw the need for high quality substantive research papers in the labor/human resource area. Each volume was to contain “original contributions comparable (or exceeding) those found in leading journals.” The articles were of three genres: (1) results from ongoing or completed important research endeavors, (2) critical survey articles, and (3) symposia on policy related topics (RLE, Vol. 1, p. vii). In 1995, Solomon Polachek took over as series editor. Beginning in 2007 RLE affiliated with the Institute for the Study of Labor (IZA), an international network of about 1,100 labor economists spanning more than 40 countries. Konstantinos Tatsiramos became the IZA coeditor in 2008 after taking over from Olivier Bargain. Finally in 2011 RLE established an editorial board consisting of Orley C. Ashenfelter, Francine D. Blau, Richard Blundell, David Card, Ronald G. Ehrenberg, Richard B. Freeman, Daniel S. Hamermesh, James J. Heckman, Alan B. Krueger, Edward P. Lazear, Christopher A. Pissarides, and Klaus F. Zimmermann. Two are Nobel Laureates and all are top labor economists.

Generation Z makes up 20% of China’s population, and accounts for the highest share of household spend at 13% (vs. 3% for the United Kingdom and 4% for the United States). To advance marketers’ understanding about this group of consumers and capitalise on China’s booming market, this chapter uses rich statistics and information to show that China’s Generation Z has distinct behaviour patterns, which can be attributed to the unique background in which they grew up: (1) rigidity of social stratification, (2) abundance of materialism, (3) digital era, (4) limited (vs. extended) family, and (5) heavy schoolwork. Growing up in such a background, Generation Z’s lifestyle and consumption-related attitudes and behaviour are distinct from their predecessors. The chapter presents specific actions that marketers can take when targeting this distinct group of consumers in China, along with useful guidelines to HR managers for hiring them.

An educator’s work is gratifying but highly stressful. Stress arises from external factors such as school, accrediting agencies, students, and parents, as well as internal factors like the teacher’s own skills, beliefs, and emotions. The phrase ‘to catch stress’ is used metaphorically in this chapter as it refers to an individual reaction to a situation that has a negative impact on the educator’s wellbeing, just like catching a disease has a negative impact on a person’s health. Working with people of different ages and personalities creates a variety of stressful situations that can negatively impact the ability of educators to do their job effectively. Stress might lead to job dissatisfaction and the desire to quit. Teachers’ stress also impacts students, since educators may become less concerned about students’ learning and put less effort into teaching when under stress. While the external causes of stress cannot be eliminated, educators can use techniques that reduce internal stress. This chapter offers a list of practical recommendations that might help educators manage their emotional reactions to stressful situations.

Economic development is the outcome of an interaction between creative intelligence and adaptive economizing. Inventors and innovators continually perturb the possibilities for production, consumption, and social organization. Adaptive economizing enables individuals to cope with changing conditions and take advantage of new opportunities. Any seemingly stable situation that emerges is temporary. The process as a whole evolves out-of-equilibrium.

We introduce a formula for the optimal savings rate in an economy driven by an investment policy reflecting competitive equilibrium. The reasonable numbers generated by the formula should be of help not only to assess our present situation but also to prepare our future. Moreover, this chapter provides two theorems correcting a widely held belief in economic growth theory, namely that a steady state defined by income per person growing at the labor-augmenting rate can be asymptotically reached only if technical progress is labor-augmenting. We finally show that the magnitudes of the optimal savings rates are highly robust to very different, S-shaped evolutions of population and technology. The chapter closes with a daring conjecture.

It may be daunting for those who do not know or care for Shakespeare, but Othello is a compelling case study of destructive emotions in an organizational setting. Iago's chilling words from The Tragedy of Othello, The Moor of Venice are the title of this chapter, “I am not what I am”. Passed over for promotion, Iago wreaks havoc in the personal and professional life of the General who chose not to appoint him. We use this play as a case study of destructive emotions – specifically jealousy, anger, and shame – in an organizational hierarchy. The premise is that those who are passed over present a special managerial problem, one that we address at the end of the chapter after carefully looking at how revenge came to manifest from the emotions of the principal characters in the play. In addition, this chapter contributes to the growing literature on specific emotions as experienced in organizational life as well as advancing the links between management and the humanities by using one of Shakespeare's best-known tragedies as a case study.