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The past two decades have seen major developments in information technologies which have led to the production of many devices, including computers, that are being used for a wide range of applications for work, education, leisure and daily living. These developments have created some of the most promising possibilities yet available for solving or mitigating the problems of disabled people. Paradoxically, the technology which offers this potential can also become a barrier. This article provides an overview by considering a number of ‘access’ issues that relate to disabled learners.

Introduction One of the most important developments in information technology over the past ten years or so, quite apart from the massive improvements in hardware technology, has been the graphical user interface (GUI). For most people it has been a positive innovation, but for some, particularly those who are blind or visually impaired, it has been a rising threat as a barrier to the technology. Now that such interfaces have matured and become the norm, adaptations have been developed and perhaps that threat is not as bad as it was once feared to be. This article describes the development of the GUI, explains why it is so significant, and discusses whether it has been “tamed” with respect to use by people with visual disabilities.

This essay tackles the Obama “phenomenon,” from his candidacy to his election, as a manifestation of the new “color-blind racism” that has characterized U.S. racial politics in the post-civil rights era. Rather than symbolizing the “end of race,” or indeed a “miracle,” Obama's election is a predictable result of contemporary U.S. electoral politics. In fact, Obama is a middle-of-the-road Democrat whose policies since taking office have been almost perfectly in line with his predecessors, especially in terms of his failure to improve the lot of blacks and other minorities. In this essay, I review the concept of color-blind racism and its application to the Obama phenomenon. I also revisit some of my past predictions for Obama's presidency and evaluate their accuracy halfway through his term. Finally, I offer suggestions for constructing a genuine social movement to push Obama and future politicians to provide real, progressive “change we can believe in.”

This chapter is based on a chapter I added for the third edition of my book, Racism without Racists. Louise Seamster, a wonderful graduate student at Duke, helped me update some material, locate new sources, and rework some sections, as well as abridge some of the many footnotes (interested readers can consult the chapter). I kept the first person to maintain the more direct and engaged tone of the original piece and because the ideas (the good, the bad, and the ugly ones) in the chapter are mine, and thus, I wish to remain entirely responsible for them.

The purpose of this paper is to discuss the tests the author faced in her sociolegal fieldwork on Hawaiian cockfighting, and to draw broader lessons from these tests for other ethnographers of illegal organizations.

The author draws on six weeks of in-depth ethnographic fieldwork and interviewing.

Relational work in ethnographic fieldwork requires skills academia does not always impart – including humility, a sense of humor and patience with yourself and other people. Each test we face is a part of the ongoing process of building these relationships.

As ethnographers, it is sometimes considered “taboo” to tell our stories – to explain our internal and external struggles in the field. This taboo makes a certain amount of sense. After all, we are trying to understand society, not reflect on our own development as people. Yet the taboo is also a pity. For one, it is unrealistic to think that we are “mere observers” whose presence in the field does not affect it. “Scrubbing” ourselves from the field necessarily scrubs out some of our data. It also omits parts of the story that other researchers might find interesting or instructive.

The explosive growth of the Internet, the proliferation of mobile networks and the increasing difficulty in managing multi‐vendor environments and the services that they provide have altered forever the dynamics of the information and communications technology industry, the expectations of its customers and the business models under which it operates.

The purpose of this paper is to demonstrate the power of social media networks, namely Instagram, in building brand communities and co-creating value for brands. By analysing the 2015 campaign #withoutshoes by TOMS, the authors intend to demonstrate how the value creation process can be extended to involve all stakeholders and raise the effectiveness of a brand’s communication campaign.

A qualitative approach was taken to enable an understanding of online consumer behaviour. A series of qualitative semi-structured interviews were conducted with retail and marketing professionals from the TOMS brand to explore brand strategy. The TOMS Instagram account was analysed for a specific marketing communications event and summative content analysis was applied to the brand’s Instagram profile in order to allow for an in-depth exploration of the co-creation process. Triangulation was used for the multiple sources of evidence in order to build the study and to establish the convergence of data results, to diminish bias and to increase accuracy of the research data (Saunders et al., 2009).

Through a detailed overview of the campaign developed by TOMS, this paper explores how TOMS fosters the formation of consumer-brand-relationships as well as maps out the advantages of value co-creation. The research findings support the literature on co-creation, which argues that the way to achieve innovation and value creation in the changing and challenging marketing landscape is through co-creation. This study adds to the findings that co-creation strategies are a privileged manner of nurturing customer relationships and of lowering costs for marketing and research and development (Sawhney et al., 2005; Prandelli et al., 2006).

There are a relatively limited number of studies focusing on the Instagram platform, and of those carried out thus far most concentrate on how the platform interprets cultural issues, rather than how it can be used effectively as a marketing strategy and how it can leverage user’s preferences. Also, not a lot of studies have focused on the relationship between value co-creation and its relevance and impact on brands through engagement processes and the role of experience in brand building. Brand value co-creation through human experiences can provide considerable implications for brand management (Prahalad and Ramaswamy, 2004a) as well as be a key component in the building process of customer experiences. This study suggests new approaches to getting useful insights about how brands can use social media to further engage with their target audience though an integrative framework of brand value co-creation with theoretical underpinning.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

Parallel hybrid electric (HE) propulsion retrofit is a promising alternative to reduce fuel burn of aircraft operating on short regional flights. However, if the batteries are depleted at the end of the mission, the hybrid powertrain designs with downsized gas turbines (GTs) and additional electric motors might not meet the one-engine inoperative (OEI) missed approach climb performance required by the certification. Alternatively, hybrid designs using the original full-size GT can perform one engine climb without electric assistance. This paper aims to evaluate the impact of overshoot climb requirements on powertrain design and performance comparing the two design approaches.

An aircraft-level parametric mission analysis model is used to evaluate aircraft performance combined with an optimization framework including multiple constraints. An indirect approach using metamodels is used to optimize powertrain sizing and operation strategy.

Considering OEI climb requirements, no benefits were found using a design with downsized GTs. Equivalent fuel burns were found for hybrid designs that keep the original size GTs, but do not require electric energy for the OEI overshoot at the end of the mission. Then, it is recommended to size the GT to maintain the emergency climb capabilities with no electric assistance to ensure power availability regardless of remaining battery energy.

This work introduces a new perspective on parallel HE sizing with consideration for the dependency of power capability at aircraft level on the electric energy availability in case of critical mission scenarios such as overshoot climb at the end of the mission.

The purpose of this paper is to provide guidelines for practitioners for developing creative strategies and new business models.

This paper reviews more than 150 interviews with CEOs, directors and business unit heads from across functional areas over the past decade, and captures best practices in strategy development and business modelling.

Findings of this study were combined with a review of relevant research papers from leading academic and practitioner journals to identify three critical management practices: challenging mental models, looking beyond logic and encouraging openness for new ideas, which enable organizations to develop creative strategies for building better business models.

This paper demonstrates how these three practices combined can serve as a much needed tool for creative strategy design and development, particularly for established companies, when confronted with new forms of competition.