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Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success.

This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses.

The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle.

Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.

This paper introduces a contemporary model developed by a Sydney‐based consulting firm, ChangeTracking Research. The model was developed through an initial survey of 146 companies based in 27 countries.

The authors present a change development model which uses Hofstede's work as a foundation for understanding cross‐cultural differences in organizations from across the world and how that affects change management in these cultures. The model is informed by initial surveys of employees from 27 nationalities in 146 companies working in a variety of industries.

The paper presents a model that identifies six key drivers arising from different cultural dimensions that determine success in change management projects.

The model developed in this paper introduces new knowledge of the cross‐cultural dynamics in change management projects which would prove useful to change managers throughout the world.

The paper presents a unique model that presents six key drivers that determine the success of change management. A subset of clusters under each driver presents an in‐depth understanding of the critical issues to be recognized and managed in differing cultural contexts.

In order to gain a deeper understanding of how emotional dynamics play out in organizations, a better understanding of the underlying structure of emotions in the workplace is needed. This study set out to investigate the emotional reality of work teams that are confronted with organizational change and to create a feeling scale that can be used to analyze and evaluate the emotional experience of employees involved in and affected by the change. This chapter outlines the results of an iterative statistical analysis to determine the underlying structure of emotions and basic dimensions on which emotions can be categorized. Feeling scales ranging in length from 22 to 42 feeling items were answered by up to 26,900 respondents as part of employee surveys that were used to investigate the subjective perception of organizational change. Factor analysis and self-organizing maps (SOMs) analysis were used in order to cluster and differentiate the underlying basic categories of emotions. The results show that feelings are mainly differentiated as either positive or negative and that those two main factors consist of seven underlying categories, which are summarized as the emotion scales: “Passion,” “Drive,” “Curiosity,” “Defiance,” “Anger,” “Fear and Distress,” and “Damage.” The basic dimensions of the emotions were “hedonic tone” and “affective focus.”

The purpose of this paper is to introduce a proprietary survey instrument – “ChangeTracking Survey^®” – which measures employees' perceptions of organizational change and captures their experiences during the course of change management in their organizations.

The authors present an empirical study of employees involved in change management projects in 146 organizations situated in 27 countries across a variety of industries, nationalities and languages, using robust statistical analysis. Hofstede's work is used as a foundation for understanding cross‐cultural differences in organizations from across the world.

The paper finds significant differences in certain characteristics of change projects between different nationalities.

The findings present new and recent knowledge of the cross‐cultural dynamics in change management projects, which would prove useful to change managers throughout the world.

This research is recent and is extensive in its examination of the effects of national cultures on change management initiatives internationally.

David Ahlstrom is a professor at The Chinese University of Hong Kong. He obtained his PhD in management and international business in 1996, after having spent several years in start-up firms in the data communications field. His research interests include management in Asia, entrepreneurship, and management and organizational history. He has published over 60 peer-reviewed articles in journals such as the Strategic Management Journal, Academy of Management Review, Journal of International Business Studies, Journal of Business Venturing, and Asia Pacific Journal of Management. He also co-authored the textbook International management: Strategy and Culture in the Emerging World. He has served on the editorial boards of the Journal of International Business Studies and Journal of Small Business Management in addition to APJM. Professor Ahlstrom has guest edited two special issues of Entrepreneurship: Theory & Practice. At APJM, he has also guest edited two special issues (turnaround in Asia in 2004 and Managing in Ethnic Chinese Communities, forthcoming in 2010), and served as a senior editor during 2007–2009. He became editor-in-chief of the Asia Pacific Journal of Management in 2010.

The chapters in this volume are drawn from the best contributions to the 2008 International Conference on Emotion and Organizational Life held in Fontainebleau, France. (This bi-annual conference has come to be known as the “Emonet” conference, after the listserv of members). In addition, these referee-selected conference papers were complemented by additional, invited chapters. This volume contains six chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as seven invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see appendix). In the year of publication of this volume, the 2010 Emonet conference will be held in Montreal, Canada, in conjunction with the annual meeting of the Academy of Management, and will be followed by Volumes 7 and 8 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.emotionsnet.org.

The purpose of this paper is to investigate television viewing habits of children from low-income families, their consumption of fruits, vegetables and snacks, as well as their spending habits.

11 focus groups were conducted with 54 public school students aged seven to ten years, divided by sex and age. Transcription of the discussions was processed by content analysis. Family income was indirectly assessed through classification of parents' occupations.

The habit of watching television was very present in the students' routines, as was eating in front of the television set. Eating fruits and vegetables was a habit, but frequent consumption of snack foods was also reported. Students had money of their own to spend independently and did it mostly on snacks. Parental interference over their habits was not perceived by the students. Television watching was a regular activity not only for the children, but also for their families. Even though research design could not establish a causal relationship, consumption and acquisition of unhealthy food items was routine, as well as watching television.

Results are of local nature and findings may differ from those of other regions or countries. Also, students were conveniently selected, and as volunteers they may have been more likely to have an interest in matters related to nutrition, or could have misreported their eating behaviours to be more socially desirable than they actually were.

Qualitative investigation regarding television viewing habits, food choices and purchases of Brazilian low-income children.

Social, physical and temporal characteristics are known to influence the eating experience and the effectiveness of nutritional policies. As the school meal service features prominently in UK nutritional and health promotion policy, the paper's aim is to investigate the characteristics of the primary school dining context and their implications for eating behaviours.

A case study of one local authority in Wales was conducted involving 11 primary schools stratified into socio‐economic quartiles. Focussed observations were carried out over two to three lunchtimes per school to explore their social, physical and temporal characteristics. These were supplemented by semi‐structured interviews with catering staff and midday supervisors.

The dining halls had numerous generic attributes (e.g. accommodation, equipment, length of lunchtime, social actors). These interacted to have a direct, but not necessarily positive, bearing on food choice and consumption. Overcrowded, multi‐purpose dining halls coupled with time pressures and dynamic social situations detracted from the eating experience and the ability of staff to encourage children to eat.

Without addressing these underlying issues, school nutritional policy may only play a limited role in influencing what children eat. It is recommended that policy places a greater emphasis on factors such as the eating environment; the time available for eating; and the role of the midday supervisor.

Previous studies of dining halls have generally been part of process evaluations of nutritional interventions. This study adds value by conducting a focussed investigation into the relationship between the dining hall environment and eating behaviours.

In a relatively new and interesting study, a new theory was offered to explain events surrounding the Salem witch trials of 1692. According to the author of that study (Carlson), the behavior of the accusers can be explained by an outbreak of encephalitis. The purpose of this paper is to offer evidence that contradicts that hypothesis.

To these ends, this paper examines life expectancy data from the Wigglesworth 1789 life expectancy tables to reject the Carlson thesis. The current study also provides a graphical exposition of the Salem witch trials as a demand‐pull phenomenon.

According to the data, the age at‐death minus the Wigglesworth life expectancy of 28.15 years for the witch trials accusers averages between 26.4 years, a figure that is statistically significant. This result contradicts Carlson's view that the accusers encountered encephalitis. Finally, the stylized graphical model presented here provides an additional way of viewing the witchcraft episode in 1692 Salem as a demand‐pull phenomenon. Originality/value In refuting previous hypotheses about witchcraft episodes, and by offering a graphical model of witchcraft hysteria as a demand‐pull phenomenon, this study re‐focuses attention on the ethico‐economic aspects of the Salem witchcraft episode.