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This paper critiques existing approaches to business sustainability and recommends a new course of action. This paper focuses the critique on sustainable business practices (SBP) and gaining sustainable competitive advantage (SCA), as they have increasingly been the focus of strategy and management scholars.

The relative progress in the strategy and management domains is reviewed with regard to incorporation of concepts such as sustainability, corporate social responsibility and stakeholder theory. The defense industry is explored as a paradigmatic case of inauthentic sustainability.

Findings reveal that existing constructs lack authentic sustainability, largely on account of the tendency of these discourses to privilege select stakeholders in the developed world. Strategic management research needs to evolve further to accommodate a broader, systemic and global focus that will yield authenticity in business sustainability. Mutual benefit for all stakeholders necessitates a paradigm shift in our thinking from competition to collaboration and creation.

When SBP and SCA get applied to certain industries, such as defense, they prop up a form of inauthentic sustainability. All global stakeholders must be included in sustainability frameworks, and some businesses, by their very definition, should not be sustained.

Mutual benefit for all stakeholders necessitates a paradigm shift in people’s thinking from competition to collaboration and creation. This paper suggests that Blue Ocean Strategy (BOS) can provide the requisite direction for future strategy scholarship so as to overcome existing limitations with SPB and SCA.

This paper suggests that BOS can provide the requisite direction for future strategy scholarship so as to overcome existing limitations with SPB and SCA.

The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and leader effectiveness.

Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling.

The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness.

This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness.

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors.

Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance.

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior.

In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome.

Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction.

Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested.

The findings can be used to improve leadership training and development for most managers.

The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.

In the year 1900 Koch expressed the view that human and bovine tuberculosis were distinct diseases, that the bacillus of bovine tuberculosis could not produce this disease in the human subject, and that the bacillus of human tuberculosis could not set it up in the bovine species. As is now well known. these conclusions have not received the slightest confirmation from other workers in the same field, and it may be said that the consensus of scientific opinion is now to the effect that the bacilli of human and bovine tuberculosis are identical—at any rate, so far as the effects attributed to them are concerned. The Royal Commission appointed in 1901, and consisting of the late Sir MICHAEL FOSTER, Drs. SIMS WOODHEAD, SIDNEY MARTIN, MACFADYEAN, and BOYCE, have issued a further interim report on their investigations. The first interim report was published in 1904, the conclusions stated in it being to the effect that the human and animal diseases were identical, and that no characteristics by which the one could be distinguished from the other had been discovered. The report now issued shows that these conclusions are confirmed by the results of a very large number of fresh experiments. The main conclusions set forth in the present report are as understated :—

Officially, of course, the world is now post-imperial. The Q’ing and Ottoman empires fell on the eve of World War I, and the last Leviathans of Europe's imperial past, the Austro-Hungarian and Tsarist empires, lumbered into the grave soon after. Tocsins of liberation were sounded on all sides, in the name of democracy (Wilson) and socialism (Lenin). Later attempts to remake and proclaim empires – above all, Hitler's annunciation of a “Third Reich” – now seem surreal, aberrant, and dystopian. The Soviet Union, the heir to the Tsarist empire, found it prudent to call itself a “federation of socialist republics.” Mao's China followed suit. Now, only a truly perverse, contrarian regime would fail to deploy the rhetoric of democracy.

At present, education often takes place in an organized setting. From the end of the 18th century onwards, the educational system has unmistakably become differentiated — into the nonorganized family and the organized school or university. This evolution is connected with the growing complexity of modern society and with evolutions in other social subsystems, such as politics and the economy. The family context normally creates numerous moments of casual education, but it can hardly provide adequate support for lengthy and complex processes of learning. Formal organizations are able to specify and preserve the criteria necessary to steer these complex processes in the right direction. Accordingly, the introduction of compulsory schooling — in Western Europe during the long 19th century, reaching from Prussia (1764) to Belgium (1914) — has strengthened the role of organized education. How has this fact, viz. that education now takes place in an organized setting, influenced the nature of educational interaction?

This study constructs a comprehensive, internationally comparative set of foreign trade data for the period 1857–1875. The dataset is constructed using information at the commodity group-level and contains import and export values for the UK, France, the Zollverein, the Netherlands, Belgium, Austria-Hungary, and the United States, itemised by trade partner. The study tackles three basic problems related to the heterogeneity in national statistics of the period: different definitions of aggregates, inadequate ‘official’ pricing, and the ‘proximity bias’, i.e. the misleading practice of crediting imports to bordering countries from where they physically entered, but where they did not originate. After passing successfully a consistency test, the resulting dataset contains harmonised and country of origin-corrected bilateral trade values for 7 central importers, 10 points in time, and 21 commodity groups, along with ad valorem tariff rates for all commodity groups and countries. They offer new detailed insights into the composition and evolution of trade and tariffs in the third quarter of the 19th century. Furthermore, a basic implementation of the gravity equation shows that as a consequence of the proximity bias estimates using uncorrected data are to be taken with care, especially when assessing border effects and the impact of policy variables.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.