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A review of the literature suggests that traditional segmentation variables (socio‐demographics) and personality indicators are of limited use for characterizing the green consumer. Explores the extent to which variables, specific to environmental consciousness, are better able to explain consumers’ pro‐environmental purchasing behaviour. Two conceptualizations of the purchasing domain are addressed, namely general green purchasing behaviour and specific purchasing habits relating to five green product categories. Two data sets are used in the analysis, namely marketing students and members of the United Kingdom general public. Suggests that measures of environmental consciousness are closely linked to environmentally‐responsible purchasing behaviour, although the strength of the relationships varies according to sample type, the conceptualization of the purchasing domain and the particular product category at issue.

After a successful run for many years as a resilient consumer electronics giant, Best Buy was under intense pressure at the end of 2014. Even as competitors like Circuit City melted away, Best Buy had been able to withstand the onslaught of online behemoth Amazon and discount retailers like Target and Walmart. However, its competitive position was threatened as online shopping became more popular, particularly among millennial customers.

With a new leadership team, Best Buy had recently undertaken bold initiatives to expand and refine its online presence and position itself for success. These initiatives had produced encouraging results, but Best Buy needed to do more to stem the loss of market share to Amazon and to become more relevant to millennial customers. To address these challenges, Best Buy approached the Kellogg School of Management to solicit ideas from student teams by sponsoring a Business Challenge competition. The teams came up with several strategic initiatives. Best Buy needed to evaluate these initiatives on two criteria: First, how well did these initiatives leverage Best Buy's privileged physical assets (stores, salespeople, and Geek Squad services staff) to create a winning customer experience? Second, how effective would these initiatives be in attracting and retaining millennial customers?

Structural explanations of racial stratification are weakened by a failure to in‐corporate attitudinal and ideological factors into their theories. But attitudinal researchers have tended to focus on racial prejudice and tolerance and neglected non‐racially specific beliefs that support white dominance. This article reviews the limits of each approach, discusses the problem of ideology for race relations theory and explores how, through the analysis of ideology, attitudinal and structural analysis might be synthesised. Findings on the relation between adherence to individualist explanations of poverty, perceptions of racial discrimination in employment and attitudes toward affirmative action programs are used to exemplify the power of class ideologies in shaping beliefs about racial inequality and vice versa. An exploration of ideologies of local autonomy and attitudes toward public housing and residential desegregation might elicit similar findings.

The purpose of this paper is to suggest that analytics are most useful where they support and enable strategic decisions about people management and the business.

The paper explores how organizations can best make the link between strategy and the analytics they choose.

The best way to link analytics and strategy is through a human capital scorecard. This scorecard should be based on a strategy map like the original balanced business scorecard, which links inputs, human resource (HR) activities and human capital outputs together and also shows how these are linked to HR's impacts in the business.

Organizations are advised to think strategically about the sorts of analytics they can develop in order to drive decision making about people and the potential impact of people on business performance. In many cases, they will find that developing a strategy map that identifies objectives for the people management strategy, followed by a scorecard identifying measures for these strategies, and then analytics to add value to the chosen measures, will be the best approach to HR measurement and analysis.

Other authors have suggested forms of HR scorecard but these have not been based on a strategy map. This limits their usefulness and, in particular, does not enable analytics to be developed that link to strategic needs within a business.

To explore the historical construction of the US broadcast television closed‐captioning system as a case study of debates over “public service broadcasting” during the late twentieth century.

Historical.

Neither the corporate voluntarism promoted by the FCC in the 1970s nor the “public‐private partnership” of the National Captioning Institute (NCI) in the 1980s proved able to sustain a closed‐captioning system; instead, a progressive round of re‐regulation on both the demand side (universal decoder distribution) and the supply side (mandatory program captioning) was necessary to bring the promise of broadcast equality to all deaf and hard‐of‐hearing (D/HOH) citizens.

The decades‐long legal, technological, and institutional battle to define the “public interest” responsibilities of broadcasters toward non‐hearing viewers was fraught with contradiction and compromise.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.