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This article considers what has happened in the 20 years since REIO was founded. The article argues that in sub-Saharan Africa many of those self-same issues currently continue to plague Africans, and that these issues urgently need to be addressed if we are going to improve morality in Africa. In exploring these issues, we considered the circumstances which the Victorian novelist, Anthony Trollope (1815–1882), experienced when he lived in Ireland during the Irish famine. Our article argues as to the very similar circumstances which led to the Irish famine and, currently, lead to the recurrent famines in sub-Saharan Africa. Trollope explored both the causes and the ramifications of the Irish famine in his novel Castle Richmond. According to Trollope, many of the effects of the Irish famine could have been averted if those in the community able to help had had the necessary moral willpower to do so. Trollope was an extremely keen fox-hunter and argued as to the communal benefits of fox-hunting. The article also considers a current devotee of fox-hunting, the Oxford philosopher Roger Scruton, and we explore Scruton’s arguments as to the benefits of local communities. We argue that Scruton’s conservative arguments have much in common with that of the renowned communitarian, Michael Sandel. And that if their arguments were seriously considered much of what the Zambian economist Dambisa Moyo fears for her fellow sub-Saharan Africans might be avoided.

Questions the processes and methodologies of marketing research. Challenges the “scientific” hypothetico‐deductive approach and asserts that interpretative and qualitative methods provide a more worthwhile framework for research. Explores frames of reference for assessing qualitative marketing scholarship and research. Discusses the implications of adapting frameworks from the world of art. Concludes by stressing that marketing research needs to be accepted at different levels of focus; hard work is required to create resonance; and persuasiveness and illumination should be of supreme importance in the research design and data analysis.

The basis of human creation lays the foundation for altruism. Babies, be they human or animal are born helpless. Their very survival depends on the love and affection that are already embedded in the hearts of mothers. No amount of selfish attitude of mothers, not at least from short life span, can help in the growth of their off‐springs. One can argue that it is the self‐interested motive of the parents and most particularly the mothers of getting supports in their old days that drives them to be altruistic rather than selfish. Being altruistic means undertaking a lot of sacrifice in terms of personal pleasure and happiness merely for seeing pleasure and happiness in others regardless of any human bondage. An egoistic person, on the other hand, would never care for others. Personal level satisfaction only dominates the mind of an extremely egoistic or self‐centered man.

Freire (2000) suggested that all teaching is political; social justice teaching is arguably deeply rooted in encouraging a transformative practice that reduces social inequities. The intersectional identities and realities experienced by classroom participants shape their knowledge of and perspectives on studies based in social justice and, therefore, educators should strive to create lessons that are not in conflict with the knowledge and perspectives of their students (Epstein, 2009). The authors explored how the Coady International Institute teaching staff – who were primarily engaged in leadership training with development practitioners from around the world – included the realities experienced by persons living with disabilities in the global South in their curriculum and classroom discussions. Their research focused on the teaching staff’s existing knowledge of disabled persons’ movements and lived realities in the global South and how their course content addressed those realities. A critical component of this work included content development and direction from persons living with disabilities who have experience in global development studies and in pedagogical design in adult learning contexts. This content, cocreated and/or compiled by individuals with lived experience, will be shared both internally and externally to Coady graduates working in organizations around the world.

Traditional management theory is grounded in the concept of bureaucracy which provides a platform for managers to control behavior. When behavior is controlled, personal freedom and the ability to innovate are curtailed, yet creativity is a key driver competitive advantage. Creativity is unleashed when individuals are provided with the opportunity to express their individual freedom, when they feel their actions make a difference. Organizations, bounded only by economic motives, fail to provide such an environment, but when an organization extends its focus to encompass society and the environment, members of the organization can be inspired to share the dream of the organization. This paper explores the traditional management concepts, and presents the reader with a philosophy that both encourages individual freedom and maintains an ordered society. The paper concludes by applying the philosophy to a model for organization design, which facilitates individual freedom and retains the controls necessary to meet performance targets.

This paper challenges the philosophy underlying traditional management thinking. The historic and possibly arcane purpose of business, to maximise shareholder wealth, is no longer a relevant proposition. Academics and managers need to rethink the philosophical framework of management theory. For the past 50 years the management literature has adopted a more “human” approach to the management of organisations yet the importance of systems and process and performance measurers associated with the scientific theory of management prevails. With the growing importance of knowledge creation and the corporate social responsibility movement it is timely to reflect on the purpose of business as adding value to society and rejecting the focus on accumulation of personal wealth. Knowledge‐creating enterprises are founded on the development of sustainable relationships within the organisation and with stakeholders and thus require a different philosophical perspective.