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The purpose of this article is to demonstrate an ethical dilemma in transparency. This is a true story. Names have been changed to protect identities.

Provides a true real life story. A classmate and close friend of the author told her about an ethical dilemma, and they decided it would make a good ethics case for business school students. The paper tells a story about a person having to make a difficult decision, and the way ethics can play out for an individual whose entire career could be at stake because of that decision.

Companies should show more support for whistleblowers even though that can be problematic. It should not be a risk to say what we know and think.

This paper will hopefully make people aware of the problems faced by whistleblowers.

In 2020, the latest James Bond film will hit cinema screens. The film has been produced by Eon Productions, is based on Ian Fleming’s suave, sophisticated super spy and stars Daniel Craig in the title role. With a troubled production shoot well-documented in the media, Daniel Craig often seeming and contradictorily at odds of being both enamoured and loathing with the role, a director leaving through ‘creative differences’ and numerous screenwriters being drafted in as last-minute replacements or add-ons, it will be interesting to see how the latest Bond adventure fares both critically and financially.

At their heart, the Bond adventures – originally in Ian Fleming’s novels and short stories, and then in their film incarnations before spilling out into newer platforms – offer pure escapism for the reader, viewer, listener and gamer. Set against the backdrop of exoticism in a post-war climate, the stories centre around MI6 Agent, James Bond, stopping enemies of the British Empire in their attempts at world domination. They gave the reader a sense of both an attempt by Fleming/Bond to recapture Britain as an important power on the world stage. Whilst Bond may have sipped martinis as he coolly dispatched the latest despotic tyrant, they also offered up ideas about time, place, culture, the social climate of the period and gender.

This book will focus on numerous aspects of the Bond-catalogue, but in particular paying particular attention to how the portrayal of gender, both in the stories and behind the scenes, has helped shape one of the most significant, important and successful British franchises.

The chapter explores the image of the Soviet female spy in a variety of Bond films. Representations of Soviet women in these films are as intense as they are stereotypical. Tatiana Romanova (From Russia With Love, 1963), Anya ­Amasova (The Spy Who Loved Me, 1977), Pola Ivanova (A View to a Kill, 1985), the murderous dominatrix Xenia Onatopp (GoldenEye, 1995) and ­Natalya ­Simonova (GoldenEye) embody a combination of contradictory qualities. They are tough, strong, intellectual, successful and dangerous yet also feminine, ­sexual, beautiful and exotic. The presence of the dangerous communist seductress in Bond films petered out after the end of the Soviet Union.

This chapter also examines the origins of each of the stereotypes which seem to be a curious mixture of fantasy and reality of the fear and desire of the Western male gaze yet combined with elements of the Soviet ideology (for instance, the war on gender stereotypes in the Soviet Union and the heavy ideological emphasis on gender equality).

The purpose of this paper is to examine the interplay between the role of front line managers (FLMs) and their contribution to the reported gap between intended and actual human resource management (HRM).

The findings draw on case study research using 51 semi-structured interviews with managers across two UK retail organisations between 2012 and 2013.

This paper argues that FLMs are key agents in people management and play a critical role in the gap between intended and actual employee relations (ER) and HRM. The research found that these managers held a high level of responsibility for people management, but experienced a lack of institutional support, monitoring or incentives to implement according to central policy. This provided an opportunity for them to modify or resist intended policy and the tensions inherent in their role were a critical factor in this manipulation of their people management responsibilities.

The data were collected from only one industry and two organisations so the conclusions need to be considered within these limitations.

Efforts to address the gap between intended and actual ER/HRM within organisations will need to consider the role tensions of both front line and middle managers.

This research provides a more nuanced understanding of the interplay between FLMs and the gap between intended and actual HRM within organisations. It addresses the issue of FLMs receiving less attention in the HRM-line management literature and the call to research their role in the translation of policy into practice.