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In April 2001, deadlocked labour negotiations brought all public education in Hawaii to a standstill. This paper reviews theoretical models of public relations and criticism of these models in terms of conflict theory. A case study of the University of Hawaii (UH) faculty strike, including findings from in‐depth interviews with PR professionals, chief negotiators and the press is presented. Although PR models fit well in discussing relationships between the parties and their constituents, findings suggest that PR techniques often were proscribed by the circumstances of collective bargaining, and public relations, as it has been conceptualised in both theory and layman’s terms, was used as an alternative to negotiations between opposing parties rather than a means to resolving the conflict.

Argues the case for lightening up in business, claiming that people who are internally focused and tense have little chance of turning their care and attention to customers. Provides many examples of how companies have used humour within their organizations, and turned it to their competitive value. Humour can make things more memorable, and puts things ‐ even problems and errors ‐ into a perspective where customers, and clients, will forgive. The payoff? If staff are excited about coming to work, it will show. “And people like to do business with people who like to do business.”

The purpose of this paper is to review and compare information obtained for four female serial murder perpetrators, exploring possible personality features that make the female serial killer unique. As this is the first project to explore the personalities of female serial murderers through data collected from the offenders themselves, it is primarily an exploratory study.

The data presented were collected as part of a larger project, which solicited participation from incarcerated, suspected serial murderers. Upon agreeing to participate, each potential participant's background was searched to ensure they met the definition of a serial murderer. The participants were sent a survey packet containing measures related to demographics, psychopathology, psychopathy, and personality features. These packets were sent to participants at their respective prisons, with a return envelope provided. Upon return, surveys were scored and analyzed to create a comprehensive profile of each offender.

The subjects of this study each presented a unique personality profile as measured by the Minnesota Multiphasic Personality Inventory-2 and Millon Clinical Multiaxial Invetory-III. Three of the four participants did not appear to by psychopathic, which is not surprising given the low incidence of psychopathy in women.

This study, while limited by the small sample size, provides the first data set of valid psychological measures collected through first-hand accounts with female serial murderers. Although the data presented did not display a single comprehensive profile indicative of a female serial murderer, it does provide a foundation for further research.

Tom Peters urges CEOs to keep people and parts of the enterprise continually reinventing themselves, and to keep looking at oddball sources for new technology and at oddball people for fresh ideas. As chief strategists/marketers, they need to keep their organizations in search of “Wow!”

The purpose of this paper is to examine customers’ use experiences in a smartphone application (app) context. Apps have emerged as popular tools among marketing practitioners. In service research, however, smartphone apps, and their customers’ use experiences, have received limited attention.

This paper provides a conceptual overview and draws on an empirical two-phase study comprising diary narratives of using a specific app and semi-structured interviews on the use of multiple apps by app users.

Results show that indirect use experiences play an important role in the holistic service experience. Compared with direct experiences, indirect use experiences do not require the actual use of apps or direct contact with the user. Also the context, such as the time and location of app use, is important for both direct and indirect use experience.

This paper highlights indirect use experiences as a vital component of service experiences and encourages researchers not to restrict use experiences to direct use only. Indirect use experiences enable managers to gain deep insights into the everyday use experiences of current and potential customers.

First, previous research on service experience has mainly focused on direct use experiences. This study highlights that indirect use experiences are an important part of the service experience. Second, to the best of the authors’ knowledge, this research is the first attempt to investigate the use experiences of smartphone apps in a service marketing context.

Continual quality improvement is crucial to competitive success. A systems approach is vital in encompassing every segment of the hospitality organization in striving for service quality. The focus of this article is on employees as internal customers and the critical role this group plays in the delivery of quality results. The article will discuss the theoretical foundations for the concept of “internal customers.” Research will be reviewed that has linked service quality between internal and external customers. The necessity of integrating service to “internal customers” into an organization’s culture is also explained. Examples from leading hospitality companies are presented that reinforce the concept of “internal customer” from the pre‐hire stage to other career stages.

This qualitative study aims to examine key stakeholders' perspectives of primary care group/trust prescribing strategies. Within the context of general practice prescribing, the paper also debates the wider issue of whether GPs' prescribing autonomy is under threat from managerial expansion following recent organisational changes in primary care.

Data were obtained from focus groups and a series of individual semi‐structured interviews with GPs and key primary care organisation stakeholders.

The data underlie a tension between the managerial objective of cost‐restraint and GPs' commitment to quality improvement and individual clinical patient management. In presenting both managerial and medical narratives, two divergent and often conflicting discourses emerge, which leads to speculation that managerial attempts to constrain prescribing autonomy will achieve only limited success. The contention is that GPs' discourse features as a challenge to a managerial discourse that reflects attempts to regulate, standardise and curtail clinical discretion. This is due not only to GPs' expressed hegemonic ideals that clinical practice centres on the interests of the individual patient, but also to the fact that the managerial discourse of evidence‐based medicine encapsulates only a limited share of the knowledge that GPs draw on in decision making. However, while managers' discourse presented them as unwilling to impose change or directly challenge clinical practice, evidence also emerged to suggest that is not yet possible to be sufficiently convinced of the future retention of prescribing autonomy. On the other hand, the use of peer scrutiny posed an indirect managerial influence on prescribing, whilst the emergence of prescribing advisors as analysts of cost‐effectiveness may threaten doctors' dominance of medical knowledge.

There is a continuing need to analyse the impact of the new managerial reforms on primary care prescribing.

This study provides a snapshot of managerial and GP relations at a time of primary care transition.

Discusses the terms entrepreneur and entrepreneurship, emphasises the economic and social importance of entrepreneurs and summarises key research findings to produce a model of outcomes and capital created by entrepreneurs. Shows how entrepreneurs can be found in many walks of life, not just business, and explains that they are responsible for creating social and artistic capital as well as financial wealth. Concludes with reflections on the challenges faced, in part by educationalists, in trying to develop both more entrepreneurs and more enterprise in organisations.

This article advances a conceptual typology delineating the differences and similarities between business- and social-sector new venture creators. Our classification scheme differentiates business and social entrepreneurs, considering characteristics of social entrepreneurs in a larger entrepreneurial context.Within a conceptual 2x2 typology based on two dimensions: drive (passion vs. business) and desired return (financial ROI vs. social ROI), we identify and classify 80 examples of new venture creators into one of the quadrants of an enterprise model of entrepreneurs. Preliminary results reveal similarities between social and traditional entrepreneurs and differentiate social entrepreneurs in terms of traits, goals, tendencies, and motivational sources.