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The author conducted this interview about film, pedagogy, and praxis with filmmaker and sociologist Dr Garry Potter in May 2023. Potter is the author of Dystopia: What Is to Be Done? (2010, New Revolution Press), The Philosophy of Social Science: New Perspectives (2017, Routledge), and The Bet: Truth in Science, Literature, and Everyday Knowledges (2020, Routledge). He is also the writer, producer, and director of more than 20 films, including: Luxury Eco-Communism (2020), Sociology at the End of the World (2018), Contract Faculty: Injustice in the University (2016), Ideology: Marx, Althusser, Gramsci (2015), Marx's Theory of Alienation and Species Being (2013), and Whispers of Revolution (2012). This interview covers, inter alia, Potter's background and intellectual biography, his training as a theorist and filmmaker, and his reflections on film both as educational tool and vehicle for social change.

This chapter discusses the role of school leadership in the face of climate disasters and environmental injustices. These disruptions to schooling are emblematic of an increasing global uncertainty. School leaders play a pivotal role mitigating uncertainty following an environmental crisis or disaster through leadership activities that support their communities. However, preparing school leaders for unexpected disruptions to schooling has often been overlooked by preparation programs and professional development. The goal of this chapter is to equip school leaders with an essential understanding of both the influence of environmental injustice on schools and the tools to respond effectively to these events. First, the chapter contextualizes environmental injustice and inequality as a factor that influences school and student performance, especially for students living below the poverty line and students of color. Next, it synthesizes how school leaders have responded to prior instances of climate disasters and environmental injustices. Finally, it presents key considerations for school leaders confronting future occurrences.

Children's film and fiction often portray a witch as either an evil hag or an incompetent older woman yet when the male witch is within the narrative, he is named Sorcerer or Wizard, suggesting therefore that (unlike the hag) age and gender is not a factor when performing witchcraft. Moreover, the male witch identity is introduced from the position of empowerment and competency rather than prejudice. Witch identities are gendered, and the male witch is underappreciated and overlooked by the historical identity of the female witch.

This chapter analyses how the male witch is presented in selected children's film and fiction through the frameworks of Hegemonic, Hybrid, and Mosaic Masculinity. Hegemonic Masculinity demonstrates the toxic performance of the male witch, indicating to readers and audiences that to be male and a witch, a heterosexual man must be cruel and manipulative. Hybrid Masculinities relate to some patriarchal behaviours such as violent outbursts, that also blend with more empathetic and emotional behaviours. Mosaic Masculinity presents the male witch in a way that is fluid and disrupts the binary of Hegemonic and Hybrid Masculinity.

This chapter acknowledges the absence of presence of the male witch and encourages a more authentic representation of the male witch that is akin to those who practice witchcraft. There are non-toxic examples of masculinity that challenge the potential for stereotyping, hence there is a need for a better representation of what it means to be a witch within popular culture.

The purpose of this paper is to investigate the determinants of capital expenditures (CAPEX) in the theme park industry, particularly following the financial stresses induced by the COVID-19 pandemic. CAPEX drivers are poorly understood due to the idiosyncratic nature of this industry, which is dominated by a few large players. It also aims to identify the variables influencing both the growth and maintenance components of CAPEX among U.S. theme park operators.

The paper uses contingency theory to analyze both financial and nonfinancial data from U.S. theme park operators between 2009 and 2021. The paper also uses partial least squares structural equation modeling to manage issues of multicollinearity and to ensure robustness in the findings.

The analysis identifies several key determinants of CAPEX. Resources and the presence of competing theme parks in proximity to an operator’s parks positively affect CAPEX. Conversely, higher leverage, dividend payouts, intellectual property (IP) dominance and population density in areas with their active parks correlate with reduced CAPEX. The paper also notes distinct trends in maintenance versus growth CAPEX post-COVID-19, with maintenance CAPEX increasing as operators invest in existing assets while growth CAPEX trending downwards.

The study’s scope is confined to U.S.-based theme park operators, limiting the generalizability of the findings internationally. Moreover, data limitations restrict the sample size due to the consolidation of the industry players, potentially affecting the statistical power of the analysis.

This research offers significant insights for theme park operators, industry analysts and policymakers. Understanding the factors influencing CAPEX can aid operators in strategic planning and investment decisions, especially in a post-pandemic economic environment where efficient capital allocation will be crucial for recovery and growth. A major contribution of this research is the development of a new measure for IP dominance, which allows theme park operators to quantify the impact of IP on their investment strategies.

This study contributes uniquely by incorporating both financial and nonfinancial determinants in analyzing CAPEX within the theme park industry, a sector significantly impacted by the pandemic. It introduces novel metrics for assessing the impact of IP on CAPEX and differentiates between the factors driving maintenance and growth expenditures. The findings enrich the existing literature on hospitality management and provide actionable insights that could guide the strategic financial decisions of theme park operators.