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The purpose of this paper describes a second‐year induction programme developed to support student transition. The sophomore slump theory suggests that students may experience a slump in the second year, resulting in poorer outcomes and increased attrition rates. Students were asked to reflect on their first year experience in order to identify learning and plan for the year ahead, in order to reduce potential for a slump during the second year.

Students beginning the second year of a four‐year BSc Honours Nursing programme participated in a one‐day induction prior to commencement of semester 1 classes. Students were assigned to groups and asked to reflect on some key questions in relation to their first year experience. Responses were collated on flip chart paper and discussed together.

Emergent themes are discussed here: forward planning, engagement with the institution, and building a strong foundation.

This process served to illustrate to staff some of the “hidden curriculum” issues and offered opportunities to focus on areas of student weakness such as referencing and academic writing. Using a combination of reflection, and experiential learning in induction may serve to transition students through the sophomore slump.

The challenge for academics is to continue to find ways to enhance the student experience in an increasingly diverse student population, and determine its effect on attrition rates. This paper offers a reflective commentary, exploring the authors’ learning, on the implementation of one innovative programme of longitudinal induction.

This article examines the leadership vision, values and vigilance of an emerging markets logistics firm in managing customer and humanitarian concerns and critical supply chains during the COVID-19 pandemic. The study explores how an emerging markets firm has contributed to global supply chain mobility and vaccine distribution in the pandemic – keeping cargo moving – drawing on vision, values and vigilance, including attention to the innovation momentum of the firm.

The article concentrates on an exemplar firm, leader and management team to illustrate challenges of helmsmanship during the pandemic for an emerging markets firm, Agility, that operates worldwide in numerous developed and developing economy markets. The article develops a case study analyzing how Agility has met the simultaneous challenges for innovation and transformation in the digital revolution and navigation through the crisis times of the global pandemic. The analysis derives from direct management communications, corporate documents and media sources.

The vision, values and vigilance of the leadership, with emphasis on digital innovations and disruptions, digital supply chains, humanitarian partnerships, focusing both globally and on emerging markets, and nurturing smaller as well as larger businesses, have enabled the firm to thrive. Given the importance of global supply chains during COVID-19, Agility is a pivotal example of partnering with governments and pharmaceutical companies worldwide in delivering the new array of vaccines, as well as personal protective equipment and other medical supplies, in the battle against the pandemic. Agility in addition illustrates the strategic value of partnering with other logistics firms in humanitarian collaborations as well as in business strategy transactions.

The article contributes to the emergent research stream on leadership, innovation and internationalization in the Arabian Gulf Cooperation Council and Middle East North Africa (GCC/MENA) region and more generally on the strengths and proficiencies of emerging market firms and leaders. Future research could examine additional firms, industries or regions of the world during the pandemic or other crisis contexts. Further data sources and analyses can be used in validating and extending the findings.

Digital supply chains, humanitarian partnerships and an emphasis on digital communications, storage and transportation innovations can benefit firms from all regions of the world during the global pandemic and other crises, as well as in normal operations.

Emerging markets represent the majority of global population and economic growth, as well as of pandemic cases and mortality risk, signifying the importance of leadership, collaboration and innovation around issues such as vaccine delivery into emerging markets regions of the world.

The article takes a revelatory case perspective in the pandemic crisis context from a unique foundation of immersive field research and data access in the GCC/MENA) region.

The purpose of this paper is to investigate consumers’ wine preferences, recycling attitudes and behaviors and socio-demographic data in an effort to build market segment profiles of those willing to transport wine bottles back to winery tasting rooms to be recycled, interest in standard-weight glass-alternative packaging and, various cork-alternative bottle closures.

A two-stage online survey was administered to 714 wine consumers residing in the Mid-Atlantic region of the USA during two periods in March 2016. Exhaustive chi-square automatic interaction detector (ECHAID) decision tree predictive analysis was used to identify the market segments.

A majority of survey participants were willing to bring empty wine bottles to a winery for recycling (85 percent). Collectively, 77 percent of participants were members of just three of the eight segments developed using a decision tree predictive algorithm, with 90 percent of participants in these segments willing to bring empty wine bottles to a winery tasting room to be recycled. Two segments were comprised of Millennials and Generation X, and the third of Baby Boomers, two having a moderate to extreme interest in natural cork used to seal wine bottles, and similar.

An ECHAID classification tree method was used to develop eight consumer segments. Identifying characteristics that describe consumers likely to return empty wine bottles to a winery benefits recycling efforts and could possibly encourage additional sales.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the construction of professional identity. Much has been written to describe the “self-concepts” of those practicing and researching in the field, but there have been no investigations that have explored how these “self-concepts” form. In addition, although women have contributed to defining the “self” in the field, men have held the dominant perspective on the subject. Thus, in this chapter, we address a disparity in the research by exploring the construction of professional identity in the field of organizational development and change, and we give voice to the renowned women who helped to build the field. Using the profiles of 17 American women included in The Palgrave Handbook of Organizational Change Thinkers, we perform a narrative analysis based upon the concepts and models prevalent in the literature on identity formation. By disentangling professional identity formation of the notable women in the field, we can begin to see the nuance and particularities involved in its construction and gain deeper understandings about effective ways to prepare individuals to work in and advance the field.

OPTIMISM as to the outlook is shown by the report from Sheffield of a book‐moving day, or perhaps returning‐day would be a better phrase, which involved the return from safe storage to the Central Library of 10,000 books, 5,000 manuscripts and plans, and 10 tons of newspaper files. This probably is the first record of a homeward pilgrimage for hundreds of thousands of volumes of books as well as artistic and other treasures from bomb‐proof concealment. It is, however, yet too early for the districts in southern England to undertake the risk involved in such return. The newspapers are wisely silent about the areas in which there is still risk, but they are quite inarticulate as to the nature of the risk and it is clear that it covers a large area. The recent mobilization of air defences at Edinburgh suggests too that the particular type of attack to which Great Britain is still subject may not be confined to the south of England—from the nature of the weapon there appears to be no reason why it should be. Nevertheless, the risk that we think Sheffield takes is a legitimate one. People have returned in large numbers to their own homes; they need libraries and within reasonable limits they should have them. Our best work cannot be done when the valuable part of our stock is in inaccessible places. This return of books will create in many towns a serious storage problem: we can point to libraries which distributed their stock and which through accessions, gifts from evacuated people and other sources of accession, have filled most of the space occupied by their ordinary stock. Most of us need new buildings and our priority for them must be low. The ingenuity of librarians will be severely taxed in this as in many other matters.

A consequence of globalization is the deterritorialization of space, place, and territory, as well as culture and identity. Focusing on identity-in-context within externally imposed, integral, and multilevel changes, a review of contemporary and post-modern literature contributes an expanding and fluid, albeit insufficient, trajectory for global identity development. Building on this earlier work, this paper offers a model of global identity, provoked by and responding to four key tensions salient to global leaders in the deterritorialized environment. Using a developmental paradigm, the expanded conceptualization comprises a re-constructive, developmental process of global identity, multidimensional identities as a constellation enabling spanning and navigating porous boundaries, an interdependency construct of relational belonging that transcends geography, and a sense of advocacy for extended global responsibility. Transformational opportunities for global identity development and future research are suggested.