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The purpose of this paper is to describe students’ self-reported learning from engaging in an experiential learning task designed to develop their understanding of sustainable food systems and dietary practices.

In all, 143 first-year students enrolled in an entry level food and nutrition subject undertook a three-week eco-friendly food challenge (1. Reduce food (and food-related) waste; 2. localise food purchases; 3. eat seasonally and sustainably; or 4. reduce meat consumption). They blogged about their experience and respond to an action-orientated reflective question each week. Content analysis of the blogs was undertaken using NVivo 10. Content was systematically coded and categorised according to action/activity, learning and response to reflective question.

Students reported undertaking a range of self-selected practical activities throughout the challenge. Self-reported learning suggested students gained self-awareness and knowledge and demonstrated problem-solving abilities. The importance of planning and preparation was the most common theme in students’ blogs when responding to the action-orientated reflective question in Week 1. In Week 2, students identified socially mediated barriers and the time and energy required to undertake their challenge as the most likely barriers preventing others engaging in the challenge. They provided advice and solutions to overcome these barriers. In Week 3, a range of community, government and multi-sector initiatives to support consumer food-related behaviour change were identified.

This approach presents a possible means for engaging nutrition undergraduates with environmental sustainability.

In elite professional firms, minorities are actively recruited but struggle to move upward. The authors argue that initiatives aimed at general skill development can have unintended consequences for firm diversity. Specifically, the authors contend that approaches that win partner support through motivational significance and interpretive clarity provide a more effective avenue to skill development for minorities, who have less access than White peers to informal developmental opportunities. The authors also argue that a longer “partnership track,” which imposes a time limit on skill development, will benefit minority professionals. Using data on 601 offices of large US law firms in 1996 and 2005, the authors investigate the effects of five developmental initiatives and partnership track length on the representation of African-Americans, Latinxs, and Asian-Americans among partners. Observed effects are consistent with expectations, but patterns vary across racial-ethnic groups.

Business process re‐engineering (or redesign) has achieved mixed results in business and industry but it offers an approach to thinking about the future of academic libraries in the digital age that is worth considering. This paper outlines the forces that are currently affecting academic libraries in the UK and proposes a strategy whereby the transformation from the handling of artefacts to the handling of electronic sources may be effected with maximum benefit to the information user.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.

Research on creative workers speaks to the relative lack of job opportunities available, the role that changing production logics play in shaping such opportunities, and gender disparities in success. Tracking 22,561 hits found on Billboard's mainstream charts, we examine various factors that may spur or hamper the success of female recording acts. We find that the expanding logic of decentralized production eliminates the negative effect of concentration on the success of female acts and that the presence of successful female acts in one period bodes well for subsequent female acts, until a glass ceiling of sorts is reached.