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Unwarranted allocation of personal space and the accumulation of personal ‘stuff’ can become impediments to business agility, turning conventional offices into ‘millstones’ which suppress an organisation’s ability to change direction smartly in the face of new competition and other business forces. Workplace design needs to cater for perpetual change of occupancy, organisation, work processes and messages about the business. Tangible assets should be dynamic, adaptable and even portable. Setting aside arguments in favour of ‘showpiece’ corporate headquarters, this paper advocates that what is needed to help business units to stay competitive is a ‘minimalist workspace’ ‐ kept free of ‘stuff’ that clutters and impedes quick and inexpensive adaptation to local needs, every few months rather than every few years. The minimalist workplace does not need to be bland or impersonal. Imaginative design and minute attention to detail of the physical environment and the tools, technology and support services can produce attractive and ‘liveable’ environments which can successfully accommodate personal preference and promote a sense of belonging as well as mobility. This paper outlines four ‘golden rules’ for best practice in the minimalist workplace, demanding more proactive space management and more intelligent real estate design and specification to cater for greater utilisation of facilities.

Freeman Distribution Ltd, one of the UK's leading suppliers of performance materials, has recently signed an agreement with Manchester based Anchor Chemical (UK) Ltd, for the distribution within the UK of Anchor's epoxy curing agents, reactive diluents and resin modifiers.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

The purpose of this chapter is to analyze ethical issues and current trends of major college athletics in relationship to Black males in society. The focus of this chapter is on identity and how higher education institutions can cultivate a more balanced student-athlete mindset through images and representations. In addition to a review of relevant literature, a content analysis of six State Farm Insurance Cliff and Chris Paul commercials was conducted so that new knowledge is applied to the constructs of academic and athletic identity. Commercial and advertisement content analysis was utilized to address student-athlete life skills issues in terms of transferable attributes from sport to life. College athletics programs need to develop systemic and culturally relevant strategies that enable Black males to transfer skill sets developed through participation in intercollegiate athletics to future occupational endeavors. The chapter concludes with a recommendation section for education research, practice, and policy.

Collaboration is viewed as an essential ingredient for education systems and school improvement. Collaborative leadership has both emergent and intentional components (Woods & Roberts, 2018). Collaborative practices can emerge over time as teachers and schools work together, and intentional interventions and decisions can either support this emergence and/or work against it. In this chapter, we discuss the New Zealand case of collaboration between schools. The context is situated in policy reform associated with an incentivized and voluntary programme that groups of schools could participate in. The programme, communities of schools (CoLs), was implemented in 2014 and continues at the time of writing this chapter. We draw on critical commentary of the programme, as well as the small number of research studies available. The experienced way of CoLs is replete with tensions. These are illustrated with the help of Hoods’ (1998) social regulation and cohesion matrix. Rather than locate the New Zealand case in one quadrant of the matrix, we illustrate how multiple aspects of Hoods’ matrix (1998) have been and are currently in play regarding collaboration between schools in New Zealand.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

This chapter argues we should not regard school-to-school collaboration as simply a mechanism for outcome-driven improvement but rather consider the establishment of teacher relationships as the necessary priority when building highly effective collaborative networks. By revisiting the research of Sandra Kruse, Amanda Datnow and Andy Hargreaves, we develop an additional tool to Hood’s matrix of regulation and cohesion in an effort to position collaborative networks in the context of international private fee-paying schools. The tool visualizes the collaborative network development as a relationship continuum in which time is the necessary driver of a network’s success. The 12 Asian private international schools in the case study were given collaborative framework guidance drawn from multiple sources. Subsequently, the enablers and hindrances reported by the collaboration leads highlight the need for trust and teacher agency development to be prioritized by leadership. Finally, on sharing some lessons learned from the case study, we close by arguing the value of collaboration lies in opening the door to allow for agenetic cultures that build reflexive practitioners.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.