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This paper discusses the history of outdoor education at a university in the South West England, starting in 1840.

This research uses secondary sources of data; original unpublished work from the university archive is used alongside published works on the university founders and first principals, as well as sources on the developments of outdoor education in the UK.

Both founding principals were driven by their strong values of social justice and their own experiences of poverty and inequality, to establish a means for everyone to access high-quality education regardless of background or means. They saw education as key to providing a pathway out of poverty and towards opportunity and achievement for all. Kay-Shuttleworth, founder of St John's, wrote that “the best book is Nature, with an intelligent interpreter”, whilst Derwent Coleridge, St Mark's first principal, had a profound love of nature and reverence for his father's poetic circle. His father, the famous English Romantic poet Samuel Taylor–Coleridge, made the first recorded use of the verb “mountaineering”. Coleridge was using a new word for a new activity; the ascending of mountains for pleasure, rather than for economic or military purposes.

The Romantic influence on outdoor education, the early appreciation of nature and the outdoors for physical and psychological well-being and the drive for social justice have not been told in any case study before.

The introduction sets out the scope of the special issue and suggests areas for further research.

This introductory article sets out the rationale and contents of the special issue of History of Education Review on “Outdoor Education in Historical Perspective”. It briefly summarizes the existing state of research and introduces the six articles that comprise the issue.

The introduction identifies four particular themes that arise from the existing literature and from the diverse contributions to this special issue: transculturality; space and place; religion and spirituality; and personality/personalities.

This special issue contains six original contributions to the study of the history of outdoor education, focussing on different locations in Europe and North America.

This paper aims to investigate the specific tea tourism (TT) determinants. This paper uses the Porter’s Diamond model to critically examine how India and Sri Lanka gained a competitive advantage in the international market.

A cross-country study was conducted in which TT destinations in both India and Sri Lanka were considered for study. TT stakeholder perspectives were assessed through the Porter Diamond model, whereas data collection was based on a structured questionnaire that adopted the conceptual model (refer to the questionnaire as annex 1).

This study revealed that each determinant of Porter’s Diamond model (i.e. Factor Conditions – FC, Demand Conditions – DC, Related and Supporting Industry – RSI, Firm Strategy, Structure and Rivalry – SSR, Government – GO and Situational Force – SF) is playing a significant role in TT and India has an edge on Sri Lanka as a TT destination over each determinant of Porter Diamond model.

This study restricts its scope to the present TT stakeholders of India and Sri Lanka, comprising 6 latent variables and 31 indicators, offering opportunities for future research to tourists and local residents in TT using the same model variables, and indicators.

This study highlights the emerging TT destinations in India and Sri Lanka by sensitizing the competitiveness and comparativeness using Porter’s Diamond model through the partial least squares structural equation modeling.

This study reflects a unique way of exploring emerging TT destinations through Porter’s Diamond model, signifying the competitive advantage.

为了研究茶旅游的具体决定因素, 本文采用波特钻石模型批判性地检验印度和斯里兰卡如何在国际市场上获得竞争优势。

以印度和斯里兰卡作为茶旅游目的地进行的一项跨国研究。基于一项结构化问卷（附件1）进行数据收集, 并通过波特钻石模型评估茶旅游利益相关者的观点。

研究表明, 波特钻石模型的每个决定因素：因子条件（FC）、需求条件（DC）、相关和支持产业（RSI）、企业战略、结构和竞争（SSR）、政府（GO）和情境力量（SF）都在茶旅游中发挥着重要作用。作为茶旅游目的地, 印度比斯里兰卡在波特钻石模型的每个决定因素方面都更具有优势。

目前的研究范围仅限于印度和斯里兰卡目前的茶旅游利益相关者, 包括六个潜在变量和31个指标, 为未来研究茶旅游中游客和当地居民的未来研究使用相同的模型变量和指标提供了可能。

本研究使用波特钻石模型和PLS-SEM模型来突出印度和斯里兰卡作为新兴茶旅游目的地的竞争力和可比性。

这项研究展现了一种通过波特钻石模型来探索新兴茶旅游目的地的独特方法, 表明了它的竞争优势。

Para investigar los determinantes específicos del turismo del té, el documento actual emplea el modelo del Diamante de Porter, examinando de forma crítica, cómo India y Sri Lanka obtuvieron una ventaja competitiva en el mercado internacional.

Este estudio se llevó a cabo en dos destinos turísticos del té como India y Sri Lanka. Las perspectivas de las partes interesadas en el turismo del té se evaluaron a través del modelo del Diamante de Porter, mientras que la recopilación de datos se basó en un cuestionario estructurado, adaptado del modelo conceptual (consulte el cuestionario como anexo 1).

El estudio reveló que cada determinante del modelo del Diamante de Porter; Las condiciones de los factores (FC), las condiciones de la demanda (DC), la industria relacionada y de apoyo (RSI), la estrategia, la estructura y la rivalidad de la empresa (SSR), el gobierno (GO) y la fuerza situacional (SF) están desempeñando un papel importante en el turismo del té e India tiene una ventaja sobre Sri Lanka como destino de turismo de té sobre cada determinante del modelo de Porter.

El estudio actual restringe su alcance a las partes interesadas en el turismo del té de la India y Sri Lanka, que comprende seis variables latentes y 31 indicadores, ofreciendo oportunidades para futuras investigaciones a los turistas y residentes locales en el turismo del té utilizando las mismas variables e indicadores del modelo.

El presente estudio destaca los destinos emergentes del turismo del té en India y Sri Lanka, sensibilizando la competitividad y la comparabilidad, utilizando el modelo del diamante de Porter y el modelo PLS-SEM.

Este estudio refleja una forma única de explorar los destinos emergentes del turismo del té a través del modelo de diamante de Porter, lo que significa la ventaja competitiva.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

This paper aims to explore a single-institution case study of partnership working between students, the University and Students’ Union, through four student-led sustainability projects. The paper analyses the role and value of these partnerships and provides advice for other institutions on effective partnership working between these stakeholders.

A single case study of partnership working with multiple embedded units of analysis (four projects) is presented based on reflections of practitioners involved in the projects who have different roles within the University and Students’ Union.

The longevity and effectiveness of student-led projects, and disciplinary-breadth of students engaged, can be enhanced by greater collaboration with, and integration into, University and Students’ Union systems. Partnership working between different stakeholders is key to overcoming challenges and the success of student-led projects, helped by key staff “enablers”. These projects provide myriad learning opportunities for developing change agency skills, even where projects are relatively short-lived and could be seen as failures in terms of longevity.

This analysis is based solely on practitioner reflections, with limited direct quantification or qualitative data on the projects’ impacts on the students themselves.

This paper draws together the experiences and reflections of four practitioners with different roles within the University and Students’ Union across four different projects and provides advice to generate student-led sustainability projects which have longevity and impact for wider student populations and future generations of cohorts.

The purpose of this article is to summarize the basic literature and concepts of innovation and entrepreneurship, emphasizing the relevant studies for Latin America. The authors aim to assess the role of Latin America in the world innovative activity utilizing the production of USPTO patents.

To achieve the first objective, the authors review and summarize the relevant literature for innovation and entrepreneurship in Latin America. They also introduce each of the papers included in the current special issue of Academia. To achieve the second objective, the authors use the production of USPTO patents by Latin American residents, and examine those levels to the rest of the world.

The authors find Latin America to be a marginal contributor to the world innovative activity. Although the region represented 8.7 per cent of world GDP in 2011, it only generated 0.19 per cent of the world patents registered at the USPTO between 2008 and 2012, and only 0.17 per cent of all patents registered since 1976. However, countries such as Costa Rica and Uruguay have larger levels of patent production by 100,000 inhabitants with 7.05 and 4.72 for 1976-2012.

This introduction introduces work that continues the intense discussion on innovation and entrepreneurship in Latin America. It is to the extent of the authors' knowledge, one of the first attempts to measure the level of innovation at the regional level, and compare the performance of different countries. This special edition has implications for individuals, firms and governments striving to introduce new products, services and processes in a region that has historically confronted important barriers to innovation.

En esta introducción presentamos algunos conceptos básicos sobre innovación y empresariado, y hacemos énfasis en la literatura que ha estudiado estos fenómenos en América Latina. Evaluamos, además, el papel de América Latina en la actividad innovadora mundial, utilizando la producción de patentes registradas en la Oficina de Patentes y Marcas de Estados Unidos (USPTO), y encontramos que América Latina desempeña un papel marginal con relación a otros centros mundiales de innovación. Finalmente, se presentan los artículos de este número de la revista Academia. Esta edición especial tiene implicaciones prácticas para individuos, empresas y gobiernos, que quieran introducir nuevos productos, servicios, y procesos desde una región que históricamente ha tenido que enfrentar barreras a la innovación.

This study aims to examine the effects of international competitive strategies, i.e. cost leadership and differentiation, on export (market share and strategic) performance. This study further explores the roles of exploitative and exploratory organizational learning in the relationships between international competitive strategies and export performances. To fill research gaps, this study intends to provide guidance on how varied exploitative/exploratory organizational learning and cost leadership/differentiation strategy combinations would affect export performance. The outcomes of this study provide a new match and mis-match conceptualization to extant international competitive strategy and organizational learning literature.

This study selected New Zealand (NZ) exporting as the research setting because exporting plays such a vital role in NZ’s economy and NZ exporting firms have long been highly competitive in international markets (e.g. meat and dairy exporters), with the primary data collected through surveys conducted in 2010 and 2013. This study adopted a three-year lagged performance approach.

Cost leadership strategy has a positive effect on market share performance. This effect is enhanced by exploitative learning but dampened by exploratory learning. Cost leadership also has a positive effect on strategic performance, which is not affected by exploitative and exploratory learning. Differentiation strategy bears no relation to market share and strategic performance, even allowing for exploitative and exploratory learning. Collectively, the contingent role of organizational learning in the international competitive strategies and export performance framework is far more comprehensive than was expected.

This study reveals that a match between cost leadership strategy and exploitative learning may result in a superior market share. The configuration of differentiation strategy and exploitative learning and the integration of cost leadership strategy and exploratory learning are suggested as mis-matches, as these combinations would not lead to any significant and positive market share and strategic performance. Unexpectedly, the co-alliance of differentiation strategy and explorative learning is not suggested as a match, as it does not result in a superior market share and strategic performance. This latter outcome suggests that the differentiation strategy-export performance link may be stimulated by other moderating factors (e.g. business managerial ties).

While choosing an appropriate international competitive strategy, managers may use cost leadership over differentiation strategy to achieve successful export performance in both the market share and strategic perspectives. Export managers focusing on cost leadership strategy may further implement exploitative learning instead of explorative learning, when market share is vital. Meanwhile, they may note that explorative learning may not have a moderating effect on enhancing strategic performance through cost leadership. These points signify that exploitation of existing knowledge may be more effective than exploration of new knowledge for market share expansion when cost leadership strategy is devoted to exporting activities. Differentiation strategy, however, does not influence market share and strategic performance in exporting, even with an alignment of exploitative/exploratory learning. Managers are urged to pay attention to the mis-match of differentiation strategy and organizational learning when market share and strategic performance are the priorities in export performance evaluation.

This study contributes to the organizational learning literature by providing a new match and mis-match conceptualization relating to international competitive strategy and export performance. The new framework provides directions on when firms should use organizational learning to enhance their competitive strategies (a match scenario) and when they should not use it (a mis-match scenario). This study broadens the existing research that has mainly focused on alignment combinations such as organizational learning-internationalization strategy and organizational learning-social network.

The Technium initiative started in 2001 with an initial Business and Innovation Centre established in the Swansea docklands area. Early success of this first Technium building led to the concept being rapidly proliferated into a pan-Wales network of primarily sector-focussed centres. Although the Welsh Government withdrew its support for the Technium network initiative in 2010, the individual centres continued under a range of ownerships and the historic initiative of continued interest, particularly with respect to regional policy.

A vibrant policy and practice debate subsequently emerged together with strident media comment. Lack of coherence between Technium Centres and weaknesses in monitoring systems meant this debate has been poorly informed. This case study helps address the evidence deficit within this debate by revisiting the initial Technium Swansea initiative and its subsequent development.

The case study provides an insight into what can realistically be expected of such initiatives in the short, medium and long terms, with realistic time-horizons for ‘success’ and the role of learning for knowledge-based development in similar initiatives and regions.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

E‐commerce plays an important role in today’s business environment, and that role will continue to grow each year. eMarketer predicts that by “2004, world wide e‐commerce revenues are expected to total USD 2.7 trillion”. E‐commerce continues to grow in the United States. “The Census Bureau of the Department of Commerce announced today that the estimate of U.S. retail e‐commerce sales for the first quarter of 2004, not adjusted for seasonal, holiday, and trading‐day differences, was $15.5 billion, an increase of 28.1 per cent (±2.9 per cent) from the first quarter of 2003.” “According to a new study by RoperASW and AOL Time Warner, Europeans spent on average EUR430 on line between August and October 2002.” This compares with an average spend of EUR543 per head in the US over the same period.