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Sepracor, a pharmaceuticals provider, introduced a strategic plan to help develop an employment brand and support its growth. Regina DeTore, Sepracor’s VP of HR, and David Jackson, Mercer communication consultant, explain the step‐by‐step process the company used to build and manage a measurably effective and enduring employment brand.

The purpose of this paper is to reflect on the process of participating in a long-term collective memory work group of older men, focusing on the making/unmaking of older men and masculinities, and the potential of memory work with older men.

Participant review and reflection on collective memory work with a group of older men.

Collective memory work provides a novel way to explore ageing, gendering, men, and masculinities. Its potential for working with older men is examined critically in relation to gender politics, power and (in)equalities, interconnections and contradictions of men’s ageing and gendering, the personal and the political, as well as working with older men more generally, including those in transition and crisis.

There is little previous writing on this approach to ageing, men, and masculinities. The paper aims to stimulate wider applications of this approach.

The purpose of this paper is to describe the process of setting up and participating in a collective memory work group of older men, with a focus on the making and unmaking of older men and masculinities through age, ageing, gender, gendering, and other intersections.

Participant review and reflection on collective of memory work group of older men.

Memory work is located in relation to related but different forms of writing and group work, emphasizing how in this method everyone becomes a writer, an author, a listener, a reader, a discussant, and a commentator. This provides a novel way to explore the constructions and intersections of ageing, gender, men, and masculinities.

The potential of memory work, both for working with older men, and more generally is outlined. Key issues are: genuine and collective commitment to substantive change, not just at a personal level, but also at wider social/political/cultural levels; willingness to trust in the other members of the group, an issue that may be difficult for some men; and commitment for caring for one another especially in their moments of greatest vulnerability.

There is little, if any, other writing on this approach to ageing, men, and masculinities. The paper is therefore of great value, and may stimulate wider application of this approach.

One recent direction for leadership research has been the use of purely qualitative data and qualitative analysis. One analytical method used in this phenomenological research has been the full grounded theory method. That method has generated social process theories about leadership in organizational settings. The present research operationalizes those theories into questionnaire format. This operationalized work gives support to a one-factor model for social processes of leadership (SPL) in organizations. It also identifies four lower-order social processes of leadership. Concurrent validity is concluded from a high correlation with Bass & Avolio’s and Podsakoff’s transformational leadership constructs. The correlations are so high that the SPL scale might be tapping the same underlying construct as transformational leadership. The augmentation effect of transformational leadership over (transactional) management is also supported. Support has been obtained for ongoing grounded theory-based research into the social processes of leadership and influence, and related phenomena, in organizations.

This chapter adopts a reflective approach exploring and setting out the contrasting factors that led to the establishment of the subdiscipline in both countries. The factors included the role of key individuals and their respective academic backgrounds and specialisations within each country’s higher education system. Furthermore, attention is given to the particular circumstances in a case analysis comparison of the oldest programs in Aotearoa/New Zealand and Australia. This sheds light upon the factors linked to the disproportionate success profile for the sociology of sport in Aotearoa/New Zealand. An analysis of scholars and programs within each country reveals important differences aligned with the politics of funding and the variety and extent of systematic structures. Additionally, scholars’ specialisations and preferences reveal a broad offering but are primarily linked to globalisation, gender relations, indigeneity and race relations, social policy, and media studies. This work has been undertaken variously via the critical tradition including Birmingham School cultural studies, ethnographic and qualitative approaches and, more recently by some, a postmodern poststructuralist trend. Lastly, along with a brief discussion of current issues, future challenges are set out.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

This chapter explains pedagogical content knowledge as a narrative way of knowing. It describes how narratives serve as a means of explaining that understanding to others. It discusses two San Francisco (California) high school teachers’ use of narrative in teaching. It concludes that, because teaching is like writing a story, understanding teaching is like interpreting a story.

Digital visualization tools are most often used to help people and teams understand high volumes of complex data via dashboards, infographics and other forms of visual maps. This article describes how some organizations are starting to use visualization platforms to allow team members to articulate and share their thoughts, feelings, beliefs, etc., and thereby make better, more insightful decisions.

Viewpoint based on the experience and expert opinion of the writers.

Three examples are shared of how visualization technologies are being used in leadership development, gender diversity and patient care.

The authors offer examples of pioneering organizations who are going beyond the “digital whiteboard” and finding ways of cocreating powerful imagery and visualizations, capturing the data which is hard to get at. Building narratives and sense-making from the deeper thoughts and difficult to express feelings of team members.