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This study aims to understand the impact of a pilot of the actions against racism (AAR) intervention, aimed at enhancing educators’ multicultural efficacy and attitudes in a mid-Atlantic K-8 charter school.

AAR included eight sessions delivered over one school year. Experienced facilitators led these sessions, focusing on combating racism, prejudice and discrimination. Of the 84 school staff, 56 completed a baseline survey and 33 completed a postintervention survey.

Paired sample t-tests revealed a significant increase in multicultural attitudes, t(29) = 2.55, p = 0.016, whereas the increase in multicultural efficacy was not significant, t(28) = 1.93, p = 0.063. The authors examined cultural and emotional intelligence as moderators of the intervention’s impact. Higher baseline cognitive reappraisal scores (an indicator of emotional intelligence) were linked to a larger increase in multicultural efficacy from pre- to postintervention, B = −0.59, t (27) = −2.20, p = 0.037. The number of sessions attended was unrelated to the intervention’s impact.

This study was a single-site, uncontrolled pilot of AAR with a small sample size. Further research in additional settings with appropriately powered samples is needed to validate these results and extend findings to examine the impact of AAR on the student experience.

The study demonstrates the promising potential of AAR in improving teachers' multicultural attitudes and efficacy. Exploratory findings highlight the role of cognitive reappraisal in enhancing multicultural efficacy, contributing valuable insights for designing effective teacher training programs. This research supports the implementation of critical, identity-centered and asset-based pedagogies in education.

The Hotel Perennial case puts students in the shoes of Dan Jameson, founder and CEO of a boutique real estate private equity firm called EL Investments (ELI), as he wrestles with the decision of whether or not to acquire the distressed Hotel Perennial, a 194-room hotel on the north side of Chicago, Illinois. When making the investment decision, Jameson (and students) must consider various factors: What is ELI's implicit investment strategy, and what are the firm's core competencies? What are Jameson's goals for growing ELI, and how might the acquisition of the Hotel Perennial fit with those goals? What opportunities and challenges might ELI face if it decides to acquire the hotel? How much would a buyer likely have to pay for the Hotel Perennial to achieve an attractive return? In addition to containing a hotel valuation and modeling exercise, the Hotel Perennial case also exposes students to several real estate industry concepts and terminologies, including those regarding the hotel sector, equity sourcing, and distressed investing. The case material assumes that students have taken an introductory real estate finance course or have relevant work experience.

-Show students how an investment decision can go beyond simply “crunching numbers” and projecting an internal rate of return to include considering an individual's or firm's strategic objectives and core competencies. Students should think through how to

This paper aims to examine the influence of social and personality factors on attitudes towards counterfeiting of luxury brands and purchase intention between China Chinese and Taiwan Chinese consumers.

Data collection was conducted using a mall intercept approach in downtown Shanghai and Taipei. A self-administered questionnaire was developed and back-translated from English to Chinese and distributed. Structural equation modelling in LISREL was used to analyze the data.

It was found that collectivism has a positive relationship with attitudes towards counterfeiting of luxury brands for the China Chinese but not for the Taiwan Chinese. Personal gratification was found to have a negative relationship with attitudes towards counterfeiting of luxury brands for the Taiwan Chinese consumers. Integrity and status consumption were found to have a positive relationship with attitudes towards counterfeiting of luxury brands for both the China Chinese and Taiwan Chinese consumers.

The findings are limited to comparison between China Chinese from Shanghai and Taiwan Chinese from Taipei; therefore, the results may not be generalizable across all Chinese consumers or international consumers. In addition, only luxury brands were examined in this paper. Future studies would need to address other contexts or specific product categories.

This paper presents findings from two Chinese cities. The consumers may be from the same region; however, it is found from the study that they pose different attitudes and purchase intentions towards counterfeits of luxury brands. Therefore, the insights from this paper provide a deeper understanding into the differences between Chinese consumers and implications for practitioners, academics and policy makers.

Majority of the cross-national studies are often compared between the so-called Western or Eastern countries. This paper examined counterfeiting from China (which is deemed as one of the largest manufacturers of counterfeits) and Taiwan (which was one of the largest counterfeiters decades ago). This provides insights into the development and differences between regional consumers and their attitudes towards counterfeits of luxury brands.

Founded in San Francisco in 2009, Square finished 2012 as the darling of Silicon Valley; flush with more than $340 million in funding, the firm had grown to several hundred employees in just three short years. It processed more than $10 billion annually in credit and debit card payments from small business owners that used Square’s smartphone-enabled card swipe device wherever cellular or wireless Internet service was available.

However, Square’s success had attracted new entrants into the mobile payments processing space, both in the United States and abroad, threatening to derail the company’s remarkable trajectory. With its latest financing round valuing the company in excess of $3.4 billion, management and investors were considering which strategies would continue—even accelerate—the company’s growth

Square presents an opportunity for classes in strategy and technology management to contemplate the following:

• How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?

• How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?

• Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?

How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?

How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?

Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?