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This study was conducted to explore leadership development within student collegiate clubs and organizations at an agrarian university in Ukraine. The data were then compared to a College of Agricultural Sciences at a university within the United States. The information collected in the study will serve as a basis for understanding leadership development within student collegiate clubs and organizations. The findings indicated that leadership development within student collegiate clubs and organizations is occurring. The study found that leadership development is a product of the culture in which it functions. Students from the Ukrainian university are developing leadership skills through a highly socialized model. This results in the development of a collaborative leadership style, which reflects the philosophy of the former Soviet culture. In sharp contrast to the collaborative style, the United States group is developing more of an individualistic style, indicative of its culture.

This chapter critically examines the unprecedented 2020 decision by World Rugby's (WR) primarily male leadership (92% of board members) to ban transgender (trans) women from playing women's rugby union. We examined the process that was followed and found a lack of consultation with those directly impacted: women. To address this critical gap in the policy development process we conducted interviews and focus groups with cisgender female rugby players (junior to elite) of mixed ethnic backgrounds living in England, Canada and Australia. This was done with the support of rugby governing bodies and professional rugby teams. We found no support for WR's blanket ban. Rugby players felt the policy was a contradiction of rugby's claims it is a ‘game for all’. The minority of players with safety concerns supported exclusion on a case-by-case basis, with exclusion justified in a small number of narrowly defined circumstances (e.g. elite male players who transitioned recently). Importantly, the women and girls questioned why rugby's leaders had chosen to focus their energy on ‘protecting’ them from trans athletes but had ignored serious problems which cause them direct harm, such as a lack of funding, pervasive sexist and homophobic behaviour, sexual harassment, and substandard coaching and training facilities (relative to men). Our findings are consistent with and they support the position of women's sports organizations which have called on WR's male leaders to discard their blanket ban and undertake a rigorous, science-driven, collaborative policy development process.

The purpose of this paper is to demonstrate how a business idea can be successful in the long run in a rapidly changing environment. Students could learn about the carsharing market and the world of start-ups. During the lesson, students could practice business modelling based on “Value proposition Canvas”. With this model, they can understand the real needs of the customers and the services, with which companies can provide gains for the clients and decrease users’ pain. Beside business modelling, the case provides the opportunity to learn about the concept of First Mover Advantage, which describes the possible advantages of being first on a market. Three different sources can provide first mover advantage: technological leadership; pre-emption of scarce assets; and customer loyalty. Start-ups should systematically think about acquiring some of the above to sustain their advantage.

This case is about a carsharing start-up GreenGo, which was the first company introducing the concept of carsharing in Hungary. GreenGo was founded in November 2016 in Budapest. Until today, it has approximately 170 cars and could establish a solid customer base with 6,000 subscribers. After one year of monopoly, GreenGo got a competitor, when MOL (one of the largest companies of the Central European region) entered the market with its new carsharing service: MOL Limo (Limitless Mobility). MOL Limo is using the same business model and marketing mix as GreenGo and started to operate with 300 cars. The case describes the urban transportation of Budapest, the business model and value proposition of GreenGo and MOL Limo in depth. It also presents some possible options for GreenGo to react to the new market situation.

Master in management, MBA.

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CSS: Strategy, Case study organisation: GreenGo.

Because of the special “State of the States” issue of Library Hi Tech and other circumstances beyond my control, the four quarterly “Comp Lit” compilations for 1996 appear here in a single and possibly peculiar chunk. A lot changes in a year of personal computing, but on reflection it seemed useful to include the citations and comments as I originally wrote them.

Explains the development of Israel’s welfare state, concentrating on the labour exchange system and housing. Links the development of the Zionist welfare state to economic and political conditions, in particular state‐building and the management of the Palestinian community within the state. Refers to literature on policy paradigms. Notes the stable institutional infrastructures developed by the Jewish community in Palestine and the Zionist labour movement, which led to an embryonic welfare state. Recounts the development of the labour exchange process and the public housing policy, describing how the policies reinforced statehood – settling immigrants into areas where Jewish presence needed strengthening and, at first, largely excluding the Palestinian community from access to housing and the labour process. Points out that, over time, the exclusion of Palestinians became unrealistic. Concludes that Israel’s welfare state was determined by political conditions of developing statehood – most importantly the exodus of Palestinians and the influx of Jewish immigrants.

Despite the growing numbers of internationally active nonprofit organizations (NPOs), research on various facets of NPOs’ internationalization has been limited. The purpose of this paper is to investigate the impact of target-country related factors on international market selection of NPOs.

Analysis is based on a logistic regression procedure using a self-compiled data set of 2,440 observations of de-facto entry or non-entry occurrences made by 19 large development-focused NPOs.

The study reveals that NPOs select target markets that are less developed, characterized by greater risk profiles, where other NPOs tend to cluster, and those that are preferred by their home-country governments. Moreover, findings suggest that with respect to institutional strength, NPOs balance mission to help strengthen institutions where needed, and avoidance of environments with extremely dysfunctional institutions, hence opting to operate in environments with medium levels of institutional strength.

The study only looked at external environmental factors, it must be acknowledged that a more complete understanding of NPO market selection decisions must also include variables internal to the organization. Further the study is based on a sample of NPOs dealing with poverty alleviation, which limits the generalization. Finally, the use of data from secondary sources creates its own limitations.

This study represents one of the few cross country studies done on the area, thus contributing for the development of the field.