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The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part A of the case focuses on the beginning, planning, and growth stages of the conference, and culminates with the successful conclusion of the third annual conference and planning for the fourth conference. Part B focuses on the fourth and fifth conferences, and concludes with the surprising cancellation of the sixth annual conference. The case highlights the challenges and accomplishments of the conference chairpersons and the organizing committee, as well as management, marketing, and leadership factors that contributed to the ultimate demise of the conference.

The differing perspectives of decision makers in a newly‐amalgamated municipality may hinder the reduction of costs or introduction of efficient organizational change. Accepting differences may be essential, at least initially, to achieve efficiencies. During amalgamation the pursuit of uniformity of services in combination with a weak and/or chaotic change process (lack of committee structure, poor information, vague deadlines, shifting relationships and assertion of power) may undermine efforts to obtain efficiencies.

To propose a conceptual framework that facilitates the benchmarking of strategic processes necessary for entrepreneurial survival and success.

Drawing on extant literature on entrepreneurial survival, this paper considers the chaotic and emergent nature of the entrepreneurial organization and how benchmarking can contribute to a newly established firm's chances for survival and prosperity. The paper incorporates the concept of a sustainable competitive advantage in the discussion, and offers organizational culture as being the imperfectly imitable element which will contribute to the entrepreneurial firm's success.

Four key processes are identified that contribute to entrepreneurial viability – cooperation, sharing founder's vision, time management, and developing organizational competencies – and suggestions are offered for developing appropriate benchmarks for these processes. The paper also highlights two instruments that may be useful in this endeavor.

The paper draws attention to the usefulness of benchmarking processes and not just metrics in fostering entrepreneurial survival. Key processes are identified, and suggestions are provided for researchers to begin work on developing the necessary benchmarks.

The paper not only offers a theoretical discussion of the usefulness of benchmarking processes as opposed to focusing only on outcomes, but also helps the practitioner to implement such benchmarking activities by highlighting practical instruments for this purpose.

This paper brings to bear literature from several streams of research. It takes benchmarking from its metric‐oriented focus to a more process‐focused approach, and applies it in the context of entrepreneurial survival.

When making decisions about budget expenditures, governments often confront stakeholders with dramatically opposing positions. These stakeholders attempt, through lobbying, to impress on politicians a preferred decision. Frequently forgotten in the process are issues of ethics. The bitter divide of a community over a funding decision would be improved if politicians incorporated the ethical principles of differing values, equal consideration, equitable participation, distributive justice and emphasis on non‐quantifiable factors into the decision process. These five principles are examined in this paper through the evaluation of the decision to build the Red Hill Creek Expressway in the region of Hamilton‐Wentworth in Ontario, Canada. The region’s failure to consider these fundamental principles in their decision‐making process is highlighted by examples from this case.

This article is premised on the idea that social networks represent an important, but often overlooked, unit of analysis in management and entrepreneurship studies. The concept of embeddedness, emphasizing the significance of social relationships, is of particular relevance as more and more frequently minorities and immigrants engage in small businessownership. This article borrows from the ethnicity and social network traditions, and offers that an analysis of the ethnic homogeneity of an entrepreneur's strong and weak social ties would be fruitful in gauging entrepreneurial success.

Race and ethnicity continue to divide us. Accurate data on those divisions, their effects, and their causes are vital to understanding them and, where it is possible and desired, healing them. The articles by Clyde Tucker and Brian Kojetin and by Ruth McKay and Manuel de la Puente describe the joint BLS‐Census efforts to develop questions on these issues for the Current Population Survey that will increase the accuracy of the counts and reduce negative emotional responses to the survey itself.

This chapter adopts a reflective approach exploring and setting out the contrasting factors that led to the establishment of the subdiscipline in both countries. The factors included the role of key individuals and their respective academic backgrounds and specialisations within each country’s higher education system. Furthermore, attention is given to the particular circumstances in a case analysis comparison of the oldest programs in Aotearoa/New Zealand and Australia. This sheds light upon the factors linked to the disproportionate success profile for the sociology of sport in Aotearoa/New Zealand. An analysis of scholars and programs within each country reveals important differences aligned with the politics of funding and the variety and extent of systematic structures. Additionally, scholars’ specialisations and preferences reveal a broad offering but are primarily linked to globalisation, gender relations, indigeneity and race relations, social policy, and media studies. This work has been undertaken variously via the critical tradition including Birmingham School cultural studies, ethnographic and qualitative approaches and, more recently by some, a postmodern poststructuralist trend. Lastly, along with a brief discussion of current issues, future challenges are set out.

A dynamic global economy has increased the need for cross-cultural flexibility and cultural intelligence (CQ). While a large literature has examined various means to increase CQ in student and expatriate populations, its importance for teachers in cross-cultural settings has been largely unexamined. This paper aims to use the experiences of a group of professors in an MBA programme in Iran to investigate the effect of their activity on their cross-cultural skills.

Using structured interviews and content analysis, the authors draw on the experiences of business faculty from a Canadian business school who helped deliver an MBA programme in Iran to investigate how their experiences in a country new to them were reflected in the components of CQ.

Using an established model of CQ, the authors find contributions to all three facets, knowledge, mindfulness and behaviour, indicating that such exchanges can be regarded as important for students and teachers alike in an international educational context.

With more and more teaching extending across cultural boundaries in both domestic and international settings, the capacity of instructors to read, interpret and react to the attitudes, beliefs and behaviours of their students is an important factor in the success of these programs. To this point, at least within the business education literature, the influence of such encounters on the instructors involved has been neglected.

A study to determine the effectiveness of PAC on the removal of COD and colour from dye wastewater. Factors affecting treatment efficiency were investigated and included PAC particle sizes, initial dye concentration and contact time. The adsorption parameters for Langmuir, Freundlich and Dziubek′s isotherms were determined. Results indicated that a very short contact time of one hour was needed to reach equilibrium of adsorption. A COD (chemical oxygen demand) removal efficiency of 90 per cent for disperse‐red‐60 dye wastewater was obtained with PAC (powdered activated carbon). With PAC dosage of less than 15g/l the adsorption followed both Freundlich′s and Langmuir′s isotherms. The ultimate capacity of the adsorption increased with decreasing PAC particle sizes or the initial dye concentration. The mass transfer coefficient was determined in this study.

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