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To derive from the environmental risk and knowledge management literatures a model that integrates organizational form, democratic vision and epistemological needs of public agencies responsible for addressing environmental risks. To analyze the knowledge management practices of the United States Department of Energy (USDOE) that is responsible for cleaning up landscapes contaminated by 50 years of plutonium production.

The model was used as a framework for a case study analysis of the USDOE knowledge management practices.

Conceptual: a vision of democracy and an understanding of the type of knowledge process can facilitate organizational constancy. Organizational forms should be matched to knowledge process and democratic vision. Empirical: USDOE has behaved erratically in addressing environmental risks viewed through this model of knowledge management.

The model idealizes democratic visions, epistemological processes and organizational forms. Care should be taken in making predictions for the success or failure of an organizational approach based solely on this model.

Practically, the model aids scholars in making connections between knowledge management and public sector environmental risk management literatures; and provides managers with a systematic framework for relating democratic context knowledge production processes to particular organization forms. Use of this model particularly during agency restructuring may facilitate resolving environmental risks though improving organizational legitimacy, constancy, and knowledge generation capacity.

This is a first attempt at integrating two related but so‐far disconnected literatures (environmental risk management and knowledge management).

This paper offers a retrospective on the launch and first volumes of this journal. It describes the history of a unique period in our discipline when founding fathers in the US and UK collaborated with industry and each other to create a new field.

The authors interviewed founding editor Professor Martin Christopher and coeditor in Chief Professor Doug Lambert, conducted a bibliometric review of the first volumes of the journal and informed the analysis by approaches taken in other retrospectives published in the journal. The authors also feature historical artifacts from the journal.

The editorial focus during the early days of the journal demonstrate how the roots of the field are in cost modeling and technical work but quickly moved toward customer orientation and managerial focus. The editorial approach during the early days of the journal was on innovative research and publishing, scholarship engaged with industry, a focus on relevance and industry impact as well as leveraging research in education.

There have been retrospectives on the journals most recent volumes but what the authors aim to do is to reflect upon the launch and the first volumes of the journal. The authors expand and further detail the timeline of the development of the logistics field. In the process, the authors identify several historical roots for topics of greater focus in logistics and supply chain management in later years. The authors also find that many of the essential approaches and lessons learned in the period leading up to the launch and shortly after the launch of the journal do not only capture the early development of the discipline it also offers an approach and model for scholarship worthy of consideration still today. On top of that, several of the lessons learned in that period hold high relevance still today and they imply part of the path forward for the discipline and the journal, the authors develop questions for future research and research and editorial strategies.

Belgium was still reeling from fears over mad cow disease and from the news that the carcinogen, dioxin, had been introduced inadvertently into animal feed, when yet another health crisis rocked it. This new crisis was precipitated by consumer complaints about an irregular taste and smell in bottled soft drinks and by reports that more than 100 consumers had become ill after noticing an odour on the outside of canned soft drinks. As a result, The Coca‐Cola Company, under instructions from the Belgian Health Ministry, withdrew its trade‐marked products from the Belgian market. The effects of this crisis were felt not only within Europe, but also in countries as far away as Japan and India. Subsequently, the company identified specific production and distribution problems which could have contributed to the health crisis. Pursuant to the Ministry’s order, the company took immediate steps to remedy those problems, and the Ministry’s ban was lifted. In addition, an aggressive marketing campaign was launched in an effort to regain consumer trust, confidence, and market share. Nevertheless, this incident resulted in substantial financial costs to The Coca‐Cola Company and in considerable damage to its global image and reputation.

The purpose of this paper is to describe a classroom negotiation exercise. A case involving controversy over the naming of a sports stadium containing a university football field and track is described. A local municipality, representing veterans groups, negotiates with university officials over a university plan to rename “Veteran's Memorial Stadium” after a recently‐retired football coach.

The negotiation activity is adapted from an actual case. It requires little advance preparation and can be used with either pairs or small groups of participants. “Teaching notes” provide instructions for using the activity.

The “Teaching Notes” examine how this controversy illustrates several concepts related to conflict, integrative bargaining, power and negotiating on behalf of constituents.

The case differs from many published cases in that one side's position is apparently rooted in values and matters of principle whereas the other side's position is interest‐based. The student must grapple with these dynamics, while seeking an integrative solution to the issues.

The concept of globalisation has received wide currency in the literature on international business strategy. Authors such as Levitt and Ohmae argue that, in the future, only global companies will succeed. This paper examines the theoretical concepts and their applicability to clothing products and then studies the global spread of the UK clothing industry's exports and overseas investments. It concludes that the applicability of the concept of globalisation to this sector may be limited by the nature of the product and that, in practice, the global spread of export and investment activity as exhibited by the UK clothing industry reveals some potentially disturbing features; notably an over concentration upon the EU. The paper appears in two parts.

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.