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The design and introduction of new pay programs may be particularly challenging for multinational corporations (MNCs) because, given their diverse employee base, they face varied employee expectations regarding pay. We offer a model of how national cultural norms affect employee expectations for, and judgments about, pay fairness. We also describe how firms can best use two international compensation strategies for MNCs (a global integration strategy and a local responsiveness strategy) to optimize employees' justice judgments regarding new pay programs. More favorable justice judgments should improve the chances of new pay program survival and, subsequently, contribute to firm competitiveness.

Research on employee mobility has proliferated in the past four decades across four research traditions: Economics, sociology, management, and organizational behavior/human resource management. Despite significant overlap in interest and focus, these four streams of research have evolved independent from each other, resulting in a structural divide. We provide a detailed account of the research on employee mobility and the structural divide across disciplines. We document that the payoff from this profusion of research and increasing interest has been disappointing, as reflected in the limited number of cross-disciplinary citations, even among common topics of interest. However, our analysis also provides some encouraging signs in the form of specific journals and individuals who provide a bridge for cross-disciplinary fertilization.

As the new mellinum approaches, discussions of the nature and emerging rules of global competitiveness assume greater importance. These discussions are gaining more political currency because competitiveness, however measured, centers on human development, growth and improved quality of life. For a society, improved competitiveness translates into new jobs and better living conditions. For a company, competitiveness means the creation of new growth options that create value for shareholders. Wealth creation is the engine of economic growth and a mainspring of innovation.

At the Royal Society of Health annual conference, no less a person than the editor of the B.M.A.'s “Family Doctor” publications, speaking of the failure of the anti‐smoking campaign, said we “had to accept that health education did not work”; viewing the difficulties in food hygiene, there are many enthusiasts in public health who must be thinking the same thing. Dr Trevor Weston said people read and believed what the health educationists propounded, but this did not make them change their behaviour. In the early days of its conception, too much was undoubtedly expected from health education. It was one of those plans and schemes, part of the bright, new world which emerged in the heady period which followed the carnage of the Great War; perhaps one form of expressing relief that at long last it was all over. It was a time for rebuilding—housing, nutritional and living standards; as the politicians of the day were saying, you cannot build democracy—hadn't the world just been made “safe for democracy?”—on an empty belly and life in a hovel. People knew little or nothing about health or how to safeguard it; health education seemed right and proper at this time. There were few such conceptions in France which had suffered appalling losses; the poilu who had survived wanted only to return to his fields and womenfolk, satisfied that Marianne would take revenge and exact massive retribution from the Boche!

The recent mix of economic constraints and new capabilities has encouraged web‐based businesses to explore creative new strategies and unusual innovation processes. After years of refining these practices online, a potent set of approaches are surfacing that could transform businesses beyond the web. This paper aims to extract the new business models and practices that might be transferred into other industries to create more agile organizations and engaging customer experiences.

This paper extracts new and powerful business practices related to design and development, service management, and research and development (R&D) from a series of web‐based case studies. The practices are packaged as four “mindsets,” or new orientations towards customers and services.

Four new mindsets have propelled the selected cases of web‐based business to success: designing and delivering a service, not a product; delivering more value by doing less; creating a service that naturally improves with use; and enlisting customers in R&D. The practices related to these four mindsets reveal interesting characteristics about innovation: innovation does not arise from sudden “Eureka!” moments, but rather requires continuous pursuit; innovation can be about focus rather than boundless exploration; and relinquishing control to customers can remove friction from the processes of commercializing innovations.

The particular catalog of case studies and new business practices are original to this paper. The set of examples and practices was selected for its potential to invigorate and transform a business. Specifically, this paper presents these practices of successful web‐based businesses in a framework that can be extrapolated to apply to non‐web‐based businesses.

This book chapter reflectively explores the challenges of studying provocation, satire, bad taste and offence in stand-up comedy. The author’s sociological lens on the topic is situated within the broader field of humour studies, which is a relatively small yet creative and innovative field within the human, cultural and social sciences. This lost ethnographic project contains shelved and dormant interview data with a number of stand-up comedians, including the controversial and emotive late Bernard Manning and an early career Steve Coogan. The project also explores the author’s autoethnographic journey into rant poetry, as both a hobbyist and, on further reflection, a way of keeping the project informally but theoretically alive. The issues of censorship, political correctness and informed consent are key ones in the author’s confessional type analysis. Finally, the value and richness of loss, failure and resilience as marginalised yet significant and unacknowledged learning resources in our academic adventures are frankly discussed. The call here is for more lost ethnographic projects to be recognised and appreciated in academia.

In September 1985, eight sets of children's books from Australia began an odyssey that will take them into all fifty states and Canada by the end of 1988. The books— and the resource, reference and display materials that accompany them—were chosen specifically for their value in introducing non‐Australians to Australia and her children's literature. They also provide an ideal starting point for library collection development.