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Considers the potential cost of negligent retention together with brief practical examples. Highlights the importance of written job descriptions and periodic evaluations. Suggests the way forward in the event of hiring the wrong person and lists some of the pitfalls employees should avoid.

Almost five years after legalization, the unlicensed cannabis market is still thriving in Canada, and legacy cannabis retailers continue to face barriers to legal market entry. This study aims to shed light on these challenges and offer policy recommendations supporting legacy retailers and the government’s goals of enhancing public safety and displacing the unlicensed market.

This study reviewed online sources, including the media, gray literature, government, and other policy and legal websites, to identify legacy retailers’ challenges to entering the Canadian ecosystem since legalization and policy approaches of legalized jurisdictions with similar issues.

Legacy retailers face financial, legal and social barriers to entering the legal market. The Canadian government should focus on lowering and eliminating these barriers by developing programs that reduce financial risks and required capital, facilitate partnership programs and accelerators, provide innovative options that reduce overhead expenses, encourage pooled ownership to support small businesses, prioritize market entry for equity-deserving individuals and enable automatic expungement. A description of programs that have been implemented in other jurisdictions to address similar barriers is provided.

The policy recommendations in this paper would enable increased entrepreneurship and employment in a growing sector. While the tax revenue earned from the new market entrants may not be enough to support all the recommended policy initiatives, it could be reinvested to fund some of them creating sustainable growth opportunities.

The paper provides practical, timely policy recommendations on expanding the legal cannabis market in Canada and addressing unintended negative consequences of current policies.

Metaphors are used a great deal in theory but are not always fully explained. This paper expands on the carnival metaphor used by Boje (2001) by clarifying the type of carnival the metaphor describes, in this case the sideshow carnival. The sideshow carnival metaphor helps to explain how emotional labor can be used to avoid situations of administrative evil that have been partially caused by the separation of mind/body of public servants operating in public space. The authors of this article illustrate the application of the sideshow carnival metaphor by showing how emergency professionals in the area of natural disaster management have become more professionalized over the last several decades. This professionalization has led to a focus on the rational mind over the emotional body. By engaging in emotional labor, emergency professionals are engaging in carnivalesque behavior that helps to repair the mind/body connection. If the connection is not repaired, the rational mind will take over and the public space wherein the emergency professional exists can co-opt the professional leading them to be unable to see the potential evil acts they might commit.

When they arrived in the New World the English Puritans expected to pursue justice by using the Bible and discretionary justice. Because they left England, in part, as an escape from a contemporary Sodom and Gomorrah, it is ironical that the discovery of sexual license in the New World forced Puritan authorities to reconsider how they administered justice. It was, in fact, the ongoing sexual misdeeds of the colonists that forced the jettisoning of discretionary justice and the substitution for it of a system of justice administration with a legal code. In effect, this was the first public administration in English America, and it was established because of sexual misconduct.

Suggests that institutions of higher education in the USA encounter problems that are unique to the market environment. These problems include competition for resources, escalating costs, and resource constraints. In response to these problems, higher education systems within this kind of environment tend to borrow strategies from organizations operating under the most competitive environment ‐ the business sector. Discusses specific strategies adopted by institutions of higher education in North America. Examines how these strategies have affected the culture of higher education. Discusses the shift occurring between the consumerism‐ professorialism continuum. Calls for the need to understand the dual nature of higher education so that strategies can be selectively adapted.

In this paper aims to interview Walter Kiechel III about his book, The Lords of Strategy: The Secret Intellectual History of the New Corporate World, and the lessons it offers for today's managers.

In this interview, Strategy & Leadership asked Walter Kiechel III about his book, The Lords of Strategy: The Secret Intellectual History of the New Corporate World (Harvard Business Press. 2010), and the lessons it offered for today's managers. First as a Fortune writer, then as its editor and finally as editorial director of Harvard Business Publishing, Kiechel has interviewed originators of the core ideas behind strategy and, to a lesser extent, strategic management and executives at the large companies where it was first practiced.

Kiechel chronicles the rise and stumbles of a number of leading consultancies – primarily Boston Consulting Group, Bain and McKinsey – as they, Professor Michael Porter and a few others “invent” the concept of strategy over the course of about six decades.

Kiechel highlights the lasting accomplishments of the pioneering consultants he calls the Lords of Strategy and the tools they developed like the experience curve and the BCG matrix. He concludes that Greater Taylorism, the application of analytics to virtually every aspect of what a company does, is as important a product of the strategy revolution as strategy itself.

Senior managers will find his combination intellectual and business history engrossing and they should learn many lessons from it. For example: the development of strategic thinking has caused a genuine revolution in the way business is done; strategy is now the dominant framework by which companies understand what they are doing and want to do; and the intellectual models of innovative consulting firms have played a key role in figuring out competitive advantage.

By modelling China’s property price changes and their effect on GDP, this study aims to develop a more general model of the costs and benefits driving price bubbles.

The authors develop a five-sector dynamic model (using data from China and seven other comparator jurisdictions), resulting in a bubble risk factor. The authors then correlate this risk factor with changes in property prices and resulting changes in GDP.

The authors find that economic structures (the way GDP, property prices and other variables change relative to each other) can change during/after a financial crisis. The authors also find that price disequilibria can help predict the risk of a property price fall – which thus reverberates into GDP change.

To the best of the authors’ knowledge, no dynamic models of price bubbles exist (though many exist of financial bubbles). The authors provide both theoretical novelties (such as providing a model of risk using non-linear differential equations) and practical ones (showing when we can expect Chinese GDP to fall).

This article describes an approach to learning that is alive since it incorporates the Art of Bonsai (miniature trees). The author outlines the background to some of his designs that assist in the transfer of learning and which uses a common language. He describes some possible uses for companies which could benefit from such an approach in their organisational and management development programmes and concludes with a challenge for the reader.

THE Department of Library Science at Ahmadu Bello University, Zaria, Nigeria was founded in 1968. Its foundation is regarded as an offspring of the Sharr report of 1963. The department was formerly known as the Department of Librarianship until the 1971/72 session when the name was changed to the present one. Its objective is the training of professional librarians at all levels.

The development of policies governing the provision of food to those who become the responsibility of the prison system, has been subject to controversy throughout the centuries. Today the management of food services in Her Majesty's prisons has reached a high level of efficiency, both in terms of food quality and quantity, and good value for money for the tax payer.