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An ongoing public relations (PR) crisis resulted from the behavior of Mylan, a pharmaceutical company, regarding its well-known antianaphylaxis product, the EpiPen. Mylan’s mishandling of the EpiPen controversy widened its legitimacy gap among external stakeholder groups – as well as among its employees. Its actions conflicted with the values expressed by its corporate social responsibility (CSR) rhetoric and jeopardized stakeholders’ commitment, loyalty, and productivity. In this chapter, I argue that #EpiGate renders Mylan unable to activate the type of collective identity orientation needed among employees during a legitimacy controversy. Employing identification and storytelling as critical lenses, rhetorical analysis of Mylan’s CSR documents suggests how its contradictory messages compounded its legitimacy gap among employees. Mylan’s inability to address rising CSR expectations among employees involves both human resources (HR) and PR practitioners. Suggestions for how these functions should work together to better shore up expression of CSR values with employee expectations are provided.

The World is on the threshold of a technological revolution as important as the invention of the wheel, power‐looms, electricity and the assembly line. This derives from two related inventions, firstly that of the computer, and secondly that of a development variously known as the microprocessor, silicon chip, or the integrated circuit.

Too many manufacturers still think of materials handling in terms of the odd truck or conveyor. Others are apt to treat handling systems as an afterthought in factory design. Against a background of general industrial recovery, Ken Gooding looks at the handling products and systems which can contribute so much to cutting overheads.

FROM TALKS which Industrial Management has had with unions and management, it is clear that both sides are becoming increasingly hostile to the idea of threshold clauses in pay agreements.

The issues and dilemmas facing companies, their unions and their workers as they attempt to emulate Japanese‐style production practices are discussed. Using the case of Ford UK as an example, the causes and effects of the 1988 strike and the withdrawal from the proposed electronics plant at Dundee are explored. Major obstacles to the successful introduction of practices such as just‐in‐time production are identified; however, once implemented these practices carry significant implications for unions and workers.

CONCLUDING THAT much of the ennui which afflicted me during 1980 must have been due to my forfeiture of the mid‐winter skiing holiday to which I have become accustomed in recent years, I have arranged to be back among the mountains of Austria at the time when this issue of NLW is committed to the mercies of the postal services. (Postage rates having just gone up, do let me know if your copy reaches you earlier than usual — that would be called ‘productivity’!).

The chapter focuses on humanizing higher education by infusing ethical leadership in the curriculum to improve the public service. Its design is qualitative in nature and literature reviews and document analysis were employed in compiling the chapter. It followed an interpretive paradigm and used Kolb’s Experiential Learning Theory as a lens in understanding humanizing education in higher education. Nowadays ethical leadership is of paramount importance in higher education and in the public service. Ethical leadership should be based on the moral person and on the moral manager. The moral person component focuses on desirable personal qualities of leaders such as being perceived as honest, fair and trustworthy. The moral manager focuses on the leader and uses transactional efforts such as rewards and punishments to reinforce desired behaviors. Soft skills are very important in higher education and should be transferred through coursework. Students need to be supported in all aspects of education including the academic, emotional and social demands in higher education.

VAST NUMBERS of courses and conferences coming up just now—or so it seems; summer must be coming!

There have been several “food scares” in Europe and across the Atlantic in recent years. They have led to nationally orientated reaction – often in the face of otherwise apparently binding international commitments. This article is concerned with such events and the planning, development and emergence of an international food safety agency for the European Union, taking into account “enlargement” and certain transatlantic perspectives. Concludes that the appliance of science should supersede the politics of nation states and the desire for re‐election, while bearing in mind that this is an unlikely dream.

The Federation of Societies for Coatings Technology has announced the recent publication of “Automotive Coatings,” the eighth monograph in its continuing Series on Coatings Technology.