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Ordnance Survey was established in 1791 as a paper map maker for Britain's Armed Forces. Two hundred and nineteen years on, it has evolved to a high‐tech geographic data specialist, and the impact of this on its culture, identity and vision has been massive. In 2008 Ordnance Survey found itself struggling to recruit and retain in technology and commercial fields. It also saw great challenges in motivating staff and bringing together a number of subcultures that had developed over time. This paper aims to investigate this issue.

It was critical to understand the current employer brand strengths and weaknesses, how Ordnance Survey is perceived externally, what it is like in reality, and its vision. This was achieved through solid research conducted internally and externally, including focus groups with existing staff, depth interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners.

The research highlighted some widely known strengths of Ordnance Survey, including its strong proud history, its flexibility and adaptability as an employer and the supportive working environment it offers. Some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.

This research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees, leading to better retention of skills, greater alignment with the vision and a strong reputation as a great employer.

Describes how Ordnance Survey defined a compelling set of values that helped to inform how it interacts with employees and sells itself to potential recruits.

Details the research carried out internally and externally, including focus groups with existing staff, interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners, which helped the organization to understand its current employer‐brand strengths and weaknesses.

Reveals that the research highlighted some widely known strengths of Ordnance Survey, including its strong, proud history, its flexibility and adaptability as an employer, and the supportive working environment it offers. Explains that some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.

Argues that Ordnance Survey expects the employer‐brand program to cause a flow of unprompted recruitment inquiries from potential employee groups and a reduction in the time taken to fill vacancies. Internally, the organization expects to see better retention of skills, knowledge and experience of both new and long‐term employees, and stronger staff engagement with the purpose and objectives of Ordnance Survey. This will improve motivation, flexibility, productivity and customer service.

Highlights the impact on the recruitment process of external perceptions of an employer brand.

Shows how research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees.

This chapter differentiates stress from generalized anxiety, discussing the nature and prevalence of each among college students. The chapter then delves into generalized anxiety in detail, covering instruments that measure generalized anxiety, cultural considerations associated with generalized anxiety and the causes, consequences, prevention and treatment of generalized anxiety among college students. The next section of the chapter focuses on social anxiety among college students, similarly addressing its defining characteristics, prevalence, cultural considerations, causes, consequences, prevention and treatment. The final section of the chapter follows a similar structure in discussing posttraumatic stress disorder (PTSD) among college students. Throughout the chapter, attention is devoted to neurotransmitters and brain structures that are involved in anxiety and its treatment through antianxiety medications. Case examples are used to help bring theoretical concepts and research findings to life.

The purpose of this paper is to investigate the key factors affecting the success of women entrepreneurs who own and manage Small and Medium Enterprises (SMEs) in UAE. The extant literature on the relationship between determinants of entrepreneurial success points to a lack of clarification of the link between success factors (Personal, environmental and other) and performance of women-owned SMEs particularly in UAE.

A self-administered questionnaire, through mail survey, is used to collect the data. Cronbach’s α test and factor analysis have been carried out to test the reliability of data and validate the hypothesis.

The results suggested that the personal, environmental factors and government support affect positively and significantly to the success of women-owned SMEs in UAE.

The study has some limits as to its potential for generalization owing to the sample size, wide geographic spread of respondents and time limitations with the respondents.

The results indicate that several factors including personal, environmental and government support are linked with the success of women entrepreneurs of UAE. The results of this study will provide some insights to policymakers and business practitioners to formulate the strategies intended to promote unveiled potential among women entrepreneurs in UAE.

Most of the studies focused on women entrepreneurship have taken either their motives or the hurdles faced by them into consideration. Moreover, only a few studies have been carried out in Arab world particularly in UAE. Therefore, this study is an attempt to fill the gap and contribute to a better understanding of UAE’s women-owned SMEs.