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Leaders need diverse talent to leverage organizational success; however, leaders must also develop inclusive working environments that meet the diverse needs of their employees. This chapter seeks to support organizational leaders in using storytelling to foster a culture of inclusivity and drive inclusive leadership practices throughout their organizations. Dimensions of the inclusive leadership compass (ILC) model (embrace, empower, enable, and embed) are used to highlight organizational areas that are rich with opportunities to facilitate mindset shifts at the individual, team, and system levels. This chapter explores strategies and highlights methods leaders can use to effectively implement the powerful learning and communication technique of storytelling in each of the critical areas of the inclusive leadership model. Starting with self-knowledge, leaders can devise ways to embrace difference and expand their understanding of inclusivity to inspire others to do the same. The authors propose a phenomenological approach to advancing efforts toward an inclusive organization in a way that honors the lived experience of others. This chapter includes methods for developing psychologically safe environments and other storytelling criteria that amplify the power of storytelling in a healthy approach that will be received and reverberate throughout the organization and enhance the benefits of inclusive leadership practices.

The study of power is essential to any study of leadership, as power is fundamental to human organization and is understood to be a driving force of leadership. Power is typically thought of in terms of having dominance over others from a hierarchically higher position. In this chapter, we explore how power is typically defined in the literature and propose that mutualism represents an expanded definition of power and one that more closely aligns with the concept of inclusive leadership. We make a case for viewing power as a capacity that can be developed in others rather than a commodity that can be obtained, horded, or doled out. With this in mind, we explore how these two phenomena intersect from the perspectives of powerdistance, hierarchy, and empowerment. We argue that power expressed as dominance creates distance between leaders and employees, while mutualistic expressions reduce such distance, and that hierarchy and power have been erroneously conflated and when disaggregated can serve a useful purpose in a low-power-distance culture. Finally, through empowerment, we consider approaches to the development of power in others, which is a topic that is rarely considered in the leadership literature. Inclusive leadership offers an important pathway for moving organizations and society toward justice through the creation of cultures characterized by cooperation, unity, and diversity where greater numbers of people step into their capacity for power and begin to address the challenges facing humanity. This is realizable in cultures that promote mutualistic power.

Resale price maintenance (RPM) is widely regarded as having a retarding effect on market development. The abolition of RPM in the 1960s provided a catalyst for the development of the multiple retailer who, by virtue of scale economies, was able to compete aggressively on price for the first time. However, RPM remains in the UK bookselling sector in the form of the Net Book Agreement (NBA) and arguably many of the developments in the retailing industry of the last 30 years have passed this sector by. In the light of current challenges to the NBA from within the industry and other environmental factors affecting this sector, considers the impact on market development when one of a retailer′s important marketing weapons, namely price, is removed from its armoury. Reports results of an exploratory study into trade perceptions of the effect on market development of the NBA. Frames the analysis within the current theories of retail institutional change, concluding that a combination of environmental, cyclical and conflict theories of change is the most appropriate framework for an explanation of the current situation and future prospects in this sector.

A summary of OCLC's strategic plan that will guide the organization in the years ahead is set forth in a new brochure, “Journey to the 21st Century.”

The purpose of this paper is to present a selection of responses to the report Fashion Victims, published by War on Want in December 2006. It offers a range of viewpoints presented by members of the Editorial Advisory Board of CPOIB. These are presented in chronological order of submission. There is some cross‐reference by contributors to the work of others, but no attempt is made to present a unified argument.

Presents the full contributions of involved participants, without mediation or editorial change.

A number of different perspectives are presented on the central issue that is summarised by the opening heading in War on Want's report – “How cheap is too cheap?” It is seen that the answer to this question is very much dependent upon the standpoint of the respondent.

In presenting this form of commentary, members of the CPOIB Editorial Board seek to stimulate debate about an issue of concern to contemporary society, without resort to the time delay and mediating processes of peer‐review normally attached to academic writing. It is hoped that this discussion will provoke further contributions and a widening of the debate.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

The purpose of this study is to examine the relative importance of customer perceptions of waits in a multi‐stage service.

The stages included the wait at the point of service‐entry, the wait during the service stage in which the core service was experienced and the wait at the service‐exit stage as the customer was preparing to leave. Satisfaction with the waits and satisfaction with the core service product, employees' behavior and the physical setting were examined in relation to customers' perceptions of service quality. Four measures of customers' perceptions of service quality were used in this study. These included overall customer satisfaction, willingness to recommend the service to friends, willingness to bring friends to the service and repatronage intentions. A survey was developed based on a review of the literature and in collaboration with the manager of a full‐service restaurant. The survey was administered during the course of the meal by restaurant employees. Multiple regression analysis was used to identify the extent to which satisfaction with each wait affected the four customer perceptions of service quality.

Results showed that the only wait satisfaction that consistently affected customer perceptions of service quality involved the service‐entry wait.

This study is one of the first to empirically examine the effect of service waits at multiple stages of a service operation on perceptions of service quality.