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The purpose of this paper is to explore insights methodology and technology by using behavioral to create a mind-set change in the way people work, especially in the age of artificial intelligence (AI).

The approach is to examine how AI is driving workplace change, introduce the idea that most organizations have untapped analytics, add the idea of what we know future work will look like and look at how greater, data-driven human behavioral insights will help prepare future human-to-human work and inform people’s work with and alongside AI.

Human (behavioral) intelligence will be an increasingly crucial part of behaviorally smart organizations, from hiring to placement to adaptation to team building, compliance and more. These human capability insights will, among other things, better prepare people and organizations for changing work roles, including working with and alongside AI and similar tech innovation.

No doubt researchers across the private, public and nonprofit sectors will want to further study the nexus of human capability, behavioral insights technology and AI, but it is clear that such work is already underway and can prove even more valuable if adopted on a broader, deeper level.

Much “people data” inside organizations is currently not being harvested. Validated, scalable processes exist to mine that data and leverage it to help organizations of all types and sizes be ready for the future, particularly in regard to the marriage of human capability and AI.

In terms of human capability and AI, individuals, teams, organizations, customers and other stakeholders will all benefit. The investment of time and other resources is minimal, but must include C-suite buy in.

Much exists on the softer aspects of the marriage of human capability and AI and other workplace advancements. What has been lacking – until now – is a 1) practical, 2) validated and 3) scalable behavioral insights tech form that quantifiably informs how people and AI will work in the future, especially side by side.

In this chapter, two reforms in initial teacher education at the University of Oslo are contrasted and compared with regard to the use of digital technology and the underlying ideas of teaching and learning. Reflecting different time periods of technology development, these reforms initiated in 2000 and 2012, respectively, offer valuable insights into how initial teacher education is influenced by technologies in the society and how conceptions of teacher professional learning are changing over time. This study highlights the constraints and affordances of the technologies for changing and bridging practices in teacher education. For the uptake and use of digital technology, the findings point to the necessity of critically examining the way in which the approaches to teaching and learning in initial teacher education and the constraints of how the technology designs are influencing student teachers’ learning.

The purpose of this paper is to highlight Barnard's groundbreaking ideas, and to interpret his contributions to the philosophy and practice of business as they apply to the twenty‐first century executive.

The paper makes use of primary data by focusing on Barnard's The Functions of the Executive, as well as other material written by, and about, him. Barnard's insights on executive management are then reinterpreted in light of Ramey's Leadership Quality Commitments, whose balance is deemed an essential marker of success for twenty‐first century leaders.

The paper presents Barnard as a pioneer philosopher in the field of management, whose rich contributions have permeated management theory and practice since he first published his seminal work 71 years ago. Barnard's concept of cooperation is re‐discovered as the basis of a leadership framework that places the executive at the center of a system responsible for balancing an unstable equilibrium among life, work, and society.

The paper suggests that Barnard's contributions are as relevant now as they were 71 years ago. Exploring the competencies that make executives effective and efficient, for example, provides insights regarding the combined roles of the executive as leader and manager.

The bulk of Barnard's contributions is found in the field of management, yet his views on cooperation, moral responsibility, motivation, positive interdependence, decision making, authentic self‐hood, strategy and legacy seem incredibly in line with leadership theory. Re‐discovering him as a leadership thinker may help to bridge the conceptual gap that is perceived to exist between management and leadership literature.

The purpose of this paper is to provide a medium for in-class discussions on trade-offs in investments in different marketing activities.

This case used both secondary and primary sources. An examination of the marketing academic literature on corporate social responsibility and news articles were the main sources of secondary sources. An in-depth interview with Mike Maughan, initiator of the 5 For The Fight campaign and Qualtrics’ Head of Brand Growth and Global Insights provided additional information and support for the case. The interview offered strategic insights from the initiator of 5 For The Fight that were unavailable through secondary sources alone. The interview also detailed insights into the strategic thinking of Qualtrics CEO, Ryan Smith and Jazz President, Steve Starks.

This case examines Qualtrics, a company that took an unprecedented approach to social responsibility. Qualtrics paid millions of dollars and provided significant promotional and administrative support for cancer research without directly identifying itself as the sponsor on the Utah Jazz National Basketball Association jersey patch.

This case is suitable for undergraduate and graduate courses in marketing, management and strategy. This case would also be of interest in a sports marketing course, as it includes an initiative by the National Basketball Association. Moreover, this case will be valuable for courses that include advanced discussions on corporate social responsibility. The case can also provide invaluable insights into innovative strategic planning for marketing and management practitioners. A portion of this case has been tested in a few undergraduate marketing courses.

This chapter examines the prisoners’ strike which took place throughout Great Britain in August 1972. The strike, the first of its kind in British penal history, took place against a background of sub-standard conditions in British prisons, with an outdated prison estate, overcrowding, ‘slopping out’, and a prison department preoccupied with secrecy. The strike was not a sporadic protest, rather it occurred during a year of social and political unrest both inside and outside prisons, and was led by an organisation of prisoners and ex-prisoners – the Union for the Preservation of the Rights of Prisoners (PROP). While the government recognised the need for improvements in prison conditions, it refused to recognise the right of prisoners to organise. An analysis of the 1972 strike and the role of PROP can inform contemporary penal reform and abolitionist debates among scholars, practitioners, activists, prisoners and ex-prisoners.

OF THE MANY forms of abnormal combustion that occur in petrol engines, runaway preignition is the only one that commonly leads to engine damage. It only occurs in passenger cars under abnormal driving conditions and in truck engines operated at high speed and full load for long periods. According to the Co‐ordinating Research Council runaway preignition is defined as surface ignition which occurs earlier and earlier in the cycle. Research workers L. B. Scott, J. G. Ryan and J. B. Baker, of Shell Oil Co's. Wood River Research Laboratory, presented a paper at the S.A.E. Summer Meeting in June at Atlantic City, when the results of their work on this subject were given.

The aim of this research is to illustrate how a change from cash‐based accounting to accruals‐based accounting in the core public sector of New Zealand occurred.

The grounded theory research strategy is used in a field study setting.

The findings suggest that there were six antecedents of the change – key people, axial principles, communicating ideas, contextual determinants, ethos, and knowledge. All of these converged to create the synergistic process of change that led to policy innovations. In this change process, accounting change was a means to an end, where accrual accounting was introduced in order to achieve ministerial control and measure performance of government entities to provide relevant information for management decision making.

Since this is a case study based on a single country, not all analytical categories will be relevant to other contexts/countries. However, the study provides a conceptual framework that identifies constructs that are insightful for other settings.

The findings of the study will be useful to researchers and policymakers interested in appreciating the causes and catalysts of major policy shifts in public sector accounting. The findings suggest that there are no general reform formats that can be applied to all countries.

The insights were derived from participants who were directly involved in the change. The strength of grounded theory strategy used in this study was that, by not being bound by an a priori theory, one was able to ground one's understanding in the factors surrounding the change.

UK policy seeks to shift commissioning of services ‘closer to the people’ with a view to establishing shared visions of local care services grounded in the opinions and priorities of the public. The participation of older people with mental health problems and their carers in the strategic planning process has been patchy, however. This article compares practitioner and public perspectives of the services that should be provided for older people with mental health problems in an area of North West England. Significant differences were found in the services the various stakeholder groups prioritised for development, and in their views on how they should be organised. The implications for commissioning are discussed.

A small-scale study was conducted to qualitatively explore the “lived experiences” of persons who remarried between the ages of 55 and 75. Improved life expectancy, high divorce rates, increased odds of being widowed over time, and the need for intimate relationships across the lifespan are some of the factors associated with a recent increase in remarriage rates of older adults. While demographic trends indicate that repartnering in the later years will likely become more common, little is known about remarriage in the “young-old” years.

The study included in-depth, semistructured interviews with 11 newlyweds (seven females, four males) who had remarried between the ages of 55 and 75. Word-for-word transcripts were qualitatively analyzed through a process of open coding and constant comparison to identify salient themes related to the original research question “What is the transition to remarriage experience like for adults aged 55–75?”

Five themes emerged from the analysis of participant interviews: positive orientation toward remarriage, practical/pragmatic view of the union, desire for companionship, recognition of others’ feelings, and willingness to adapt.

The findings were salient to a small group of “young-old,” white, middle-class males and females from the Midwest and are not meant to be generalizable. The results can serve as a basis for further research and understanding of romantic relationships and repartnering across the life course.

This study helps to fill the gap that exists in the current literature related to romantic relationships and remarriage in the “young-old” years of life.

Pain is demonstrated as a complex, multi-dimensional phenomenon that is interdependent and connected between people. The author proposes that social scientists use a “total model” of pain to better understand pain epistemologically and ontologically and people’s “pain lives.” Through this model, and drawing from the author’s own research on mixed martial artists, new ways to conceptualize, study, and talk about pain within the sporting context have been outlined.

In the first part of this chapter, pain is discussed with respect to how it has been researched and understood within the fields of medicine, sport psychology, and the sociology of sport. In the second part of this chapter, the total pain model developed by Dame Cicely Saunders is explored as a revolutionary development for the ways in which pain is understood and treated within the health field. Lastly, the author proposes a reconstructed methodology for the study of pain.

Pain should be studied not from one tradition, but using an amalgamation of the medical, sport psychology, and sociology of sport traditions and perspectives. In this way, the many dimensions of the phenomenon, social, cultural, political, material/physical, spiritual, existential, emotional, and cognitive must be explored from all systems and languages of pain in order to achieve a more robust understanding of pain in sport.

The dualistic relationship between theory and method currently present in most qualitative research does not fully account for the complexity of bodies in pain. Therefore, it is critical to adopt an interwoven methodological and theoretical approach that enables scholars to relate to, and feel with, people in pain.