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COMPANIES ARE BEING URGED to go hunting for export orders, but cannot afford to send men abroad. Airlines are in such a bad way, some staring at bankruptcy, because they cannot fill their seats. What a ludicrous situation.

Artificial intelligence (AI) has a large number of applications at the industry and user levels. However, AI's uniqueness neglect is becoming an obstacle in the further application of AI. Based on the theory of innovation resistance, this paper aims to explore the effect of AI's uniqueness neglect on consumer resistance to AI.

The authors tested four hypothesis across four studies by conducting lab experiments. Study 1 used a questionnaire to verify the hypothesis that AI's uniqueness neglect leads to consumer resistance to AI; Studies 2 focused on the role of human–AI interaction trust as an underlying driver of resistance to medical AI. Study 3–4 provided process evidence by way of a measured moderator, testing whether participants with a greater sense of non-verbal human–AI communication are more reluctant to have consumer resistance to AI.

The authors found that AI's uniqueness neglect increased users' resistance to AI. This occurs because the uniqueness neglect of AI hinders the formation of interaction trust between users and AI. The study also found that increasing the gaze behavior of AI and increasing the physical distance in the interaction can alleviate the effect of AI's uniqueness neglect on consumer resistance to AI.

This paper explored the effect of AI's uniqueness neglect on consumer resistance to AI and uncovered human–AI interaction trust as a mediator for this effect and gaze behavior and physical distance as moderators for this effect.

That's what the ILL and Cataloging Micro Enhancer software used to say to each other here at NJIT. We thought we were going to have a shootout at the M310 Workstation, with all the catalogers staring down all the interlibrary loan honchos. But that's before “Sheriff Batch File” rode into town and taught us that all we really had was a failure to communicate.

The aim of the research project which resulted in this work is to achieve a cost‐effective approach for instantaneous hyperspectral imaging.

This paper presents a simulation study and an experimental evaluation of a novel imaging spectroscopy technique, where multi‐channel image data are acquired instantaneously and transformed into spectra by using a statistical modelling approach. A digital colour camera equipped with an additional colour filter array was used to acquire an instantaneous single image that was demosaicked to generate a multi‐channel image. A statistical transformation approach was employed to convert this image into a hyperspectral one.

The feasibility of this method was investigated through extensive simulation and experimental tasks where promising results were obtained.

The small size of the initially acquired single instantaneous image makes this approach useful for applications where video‐rate hyperspectral imaging is required.

For the first time, a simplified prototype of this novel imaging spectroscopy technique was built and evaluated experimentally. And the results were compared with those of a more ideal simulation study. Recommendations for how to improve the prototype were also suggested as a result of the comparison between the simulation and the prototype evaluation results.

This paper aims to review the latest management developments across the globe and pinpoints the practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There is often a disconnect between science and business that is hard to fathom. Sometimes, of course, it is easy to see why two parties can seem so far apart – the scientist in search of truth and uninterested in any practical or commercial use of an invention – the industrialist who is dedicated to one course of action and unwilling to learn from research, which can prove it is the wrong one. Both people are as guilty as each other of missing what is staring them in the face. And yet, this dogged pursuit of a single goal is what represents them and perhaps enables them to more successful than other at what they choose to do.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to investigate the role of shame in entrepreneurship. Extant research in relation to the entrepreneurial process has tended to concentrate upon the entrepreneur as hero and other positive aspects of the process. Consequently, the darker sides of the entrepreneurial personality and enterprise culture such as the role of shame remain a relatively under researched facet of entrepreneurship theory. Despite this dearth of actual empirical studies, the negative aspects of entrepreneurial behaviour associated with the “flawed hero model of entrepreneurship” are implicitly understood. These negative aspects include hubris, tragedy, narcissism, over‐stretching, hedonism, personality disorders, status anxiety, self‐centeredness, destructive relationships, alcoholism, suicide and the most heinous of all, business failure.

The paper considers the deeply social phenomenon of shame on the entrepreneur and his or her world by developing a conceptual model of shame. The social script of shame is analysed as found in novels and as found in real life newspaper reports of such epic tragedies, using a chosen methodology of narrative analysis.

The world portrayed in narrative is very much a “man's world” in which shame is a personal construct, a penance to be endured or ended and in the process a narrative script is developed. Shame is a deeply personal cognitive emotion easier to study in narrative than in person. From the stories of flawed heroes we construct a holistic model of possible entrepreneurial trajectories that take cognisance of wellbeing issues and cover the unspoken events that occur after a fall from grace. But why should we expect the story to end with the entrepreneur in crisis staring into the abyss?

Little previous work has been undertaken to explore entrepreneurial shame using both the entrepreneurship literature and narrative analysis.

Analyses the “dumbing down” syndrome highlighting main quotes from BBC online, Kirkus Reviews and an interview between Roan Hoag of Amazon.xom and Pete Hamill whose book “News is a Verb” which attempts to unmask US journalism’s dumbing down. Looks at various tabloid‐style choices of sensational headlines giving examples of these. Concludes that unlike the technology world, newspaper and broadcasting world is full of dreamers staring only at their own reflection!.

The paper aims to consider how effective time management can lead to improved personal and organisational performance.

The paper draws on the collective experience of the authors. The relationship between culture and chronicity is explained with reference to working styles. It deals with the notion of time and time span with regard to new technologies, and how these may impact on concentration, face‐to‐face communication and styles of learning. It discusses the importance of effective systems and task management, along with decision making. Finally, the paper addresses time issues pertaining to e‐mail.

The paper finds that the nature of information has changed from face‐to‐face to staring at computer screens. Research shows that over one‐quarter of recipients of e‐mails misunderstood the communication, even where those interacting are close colleagues, while research at three US business schools found that colleagues were more likely to be dishonest with one another when using e‐mail because of the lack of face‐to‐face interaction. Studies have also shown that business teams co‐operate less if they have not talked face‐to‐face.

The paper will be of relevance to all those working under time constraints in various cultural settings.

This paper examines how organizations can overcome cultural barriers and support leaders in creating more inclusive workplaces.

Drawing from personal experience as a senior leader within the Royal Canadian Mounted Police (RCMP), the author provides a brief overview of the organization’s approach to creating a more diverse and inclusive workplace, including her role in overseeing the change effort. The author then describes how certain aspects of the RCMP culture manifested in bias against others, and contributed to leaders’ efforts to cover up important parts of their identity to fit in. Finally, the author presents self-acceptance and personal vulnerability as building blocks for a more inclusive style of leadership.

The findings of this paper suggest that diversity and inclusion efforts that fail to address harmful aspects of organizational culture are unlikely to be successful. The findings also suggest that this barrier may be overcome through a greater understanding of the cultural norms that are most valued, of practicing inclusion at three different levels, starting with the individual, and of supporting leaders to begin the practice of inclusion, staring from the inside out.

This paper makes an important contribution to the field of organization development by providing a brief snapshot of one leader’s experience in attempting to create a more diverse and inclusive workplace, and makes recommendations for how the challenges presented might be overcome.