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This study aims to examine whether country of residence, sex trafficking attitudes, complainant gender, juror gender and right-wing authoritarianism (RWA) influenced juror decision-making within a sex trafficking case.

Jury-eligible participants from the USA and the UK participated in an online juror experiment in which an independent group design was used to manipulate the complainant’s gender. Participants completed the juror decision scale, the sex trafficking attitudes scale and the RWA scale.

Sex trafficking attitudes predicted the believability of both the defendant and complainant. Greater negative beliefs about victims predicted greater defendant believability and lower complainant believability. US jurors reported greater believability of both the complainant and defendant, and RWA was associated with greater defendant believability. However, none of the other factors, including complainant and juror gender, predicted participants’ verdicts. The findings suggest juror verdicts in sex trafficking cases may be less influenced by extra-legal factors, although further research is needed, especially with a more ambiguous case.

This is one of the few cross-cultural comparison studies in the area of jury decision-making, specifically regarding sex trafficking cases. The findings indicated that US participants held more problematic attitudes about sex trafficking than their UK counterparts, although all participants held problematic attitudes about sex trafficking. However, those attitudes did not affect verdict formation about either a male or female complainant. Participants who were more knowledgeable about sex trafficking reported greater complainant believability, suggesting that educational interventions may provide greater support for victims in court.

This case was developed via primary data collected from personal (one to one) interview with the CEO and founder of Dialogue in the Dark Malaysia (Dialogue Malaysia), Stevens Chan. With Stevens’ contact, the authors also conducted personal interviews with Kaye Chan (co-founder and wife of Stevens Chan), Lynn Foo (project manager since inception until early 2022) and Dr Foo Yin Fah (academic researcher in social entrepreneurship and advisor for Dialogue Malaysia). Secondary data included reports on visually impaired context in Malaysia, Dialogue Malaysia’s annual reports and online articles. Prior to the primary data collection, the authors obtained ethics approval from the University Human Ethics Committee (Project ID: 35461).

This case narrative focuses on Stevens Chan, a blind social entrepreneur who champions the empowerment of the disabled and marginalised community. Through a social franchising model, Stevens founded Dialogue in the Dark Malaysia in 2012. As a social start-up, Stevens showcases the strengths of blind and visually impaired individuals through transformative experiential encounters and reimagining future possibilities. Although there are constant challenges in securing financial and human capital, Stevens never lacks psychological capital, characterised by hope, self-efficacy, optimism and resilience. His vision is to educate society on the power of empathy (and not sympathy) and to create a holistic experience of celebrating diversity and inclusion through an innovative discovery centre, where the elderly and the disabled community (including the deaf, mute and those with mobility issues) share their lives with the public through fun activities. However, the future of this social enterprise is uncertain, and this case invites participants to embark on this journey with Stevens to uncover future pathways for growth and social impact.

The case is tailored for higher level undergraduates and entry-level and mid-level managers of executive education programs.

The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.

The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.

The findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.

Managers should encourage taking action in team discussions. Yet, they should be wary of the detrimental effects of team commitment to team action listening particularly in teams with high trust. Commitment increases the risk of groupthink and decreases the participation to team discussions and listening. In particular, managers may benefit from keeping the team smaller, as in large teams, commitment suppresses the relationship between trust and team action listening.

This study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.

The authors report on their findings from an ongoing seven‐year research project on the intersection of entrepreneurship, marketing and technology. The focus of their research is to identify factors that lead to better, faster and less expensive new product and service development. The present study investigates new product development practices in high‐technology small‐to‐medium enterprises (SMEs), including electronics and computer, biotechnology, military software, space, and electronic machinery companies. Gathering data from 60 new product development projects, the authors found that successful project teams perform certain practices better than unsuccessful ones. These include project visioning, process proficiency, management support, documentation systems, established project deadlines, team processes, and communication. Further, the authors identified critical success factors in the new product development projects as process proficiency, effective filing system, an established project deadline, information coding, and reduced formal communication within teams.

In February 2005, Lloyd James Group conducted an analysis of the list market, which showed an 8 percent decline in commercially available lists. The purpose of this paper is to consider the implication of this modest decline in commercially available data, looking at where those declines are occurring, where the growth areas are, and what other techniques are coming into play to partner work alongside traditional list usage to deliver the results that managers and shareholders are demanding. The paper aims to consider how one such additional technique – affinity marketing – is being used across a number of sectors with retail operations, and how this compares with sectors with no retail presence.

The first piece of research discussed, In Search of Quality, was carried out in Q1 of 2005. The research was carried out through data sources: lists and data sources, Marketing UK, Catalogue and e‐Business Annual, Precision Marketing, DMIS, FEDMA, World Advertising Research Centre, Institute of Practitioners in Advertising, Office of National Statistics, PriceWaterhouse Coopers, KPMG. The second research paper discussed, A Growing Affinity, was carried out in October/November 2005 through telemarketing and e‐mail field work by Marketing UK. The research base was the UK top 1,000 companies in the banking, charity, credit card, hotel, insurance, retail, telecoms, travel and utility sectors. Future research would look at consumer perceptions of and reactions to affinity‐based campaign where a known organisation introducing a third party to the consumer and look at the perceived logic of different kinds of combinations.

Over the past couple of decades, marketing in the UK has evolved considerably. A key aspect of this change has been the shift away from the use of mass marketing techniques in favour of a more tailored approach, with retail organisations attempting to deliver a more personalised marketing message to distinct groups of consumers. This development will continue, not with one technique in particular winning out over others, but with the marketer using an increasing range of tools – commercial lists and other third party data, affinity, inserts and further piggy‐back techniques, co‐branding, sponsorship, and more – to reach responsive consumers within their catchments in an increasingly fragmented marketing communications world.

This paper provides retail marketers with an outline of practical options available for use to enhance marketing campaigns and maintain critical volumes as well as quality. The conclusion is that marketers must use a combination of tools and channels to achieve the desired reach and rate of response in the face of data scarcity and increased media fragmentation.

A few weeks ago a correspondent to The Times suggested that there was a good case for the establishment of a Nutrition Council; and in a recent issue of the British Medical Journal a leading article is devoted to this subject. While all will agree that the war has made us very “ food‐conscious,” and that this ensures that for some years the times will continue to be very propitious for acceptance by the public of expert advice upon food, the need for the suggested Council will be questioned; for as The Times correspondent reminds us, there are already many Bodies concerned in some way or other with nutrition. For instance, there are the Ministry of Food, the Ministry of Health, the Medical Research Council, the newly‐formed Nutrition Society, the Cabinet Advisory Committee on Food Policy, the Board of Education, the Ministry of Labour and National Service, the Agricultural Research Council, the Food Investigation Board, the Department of Scientific and Industrial Research—all of which have food problems to solve. Of these Bodies the war‐time Ministry of Food has been the most successful in stirring the public interest in nutrition as the basis of good health, and so impressing the necessity for making a wise selection of food articles in our daily diet. While much of the advice offered is shaped to meet war‐time circumstances, the success achieved should lead to the adoption of similar methods by any organisation dealing with future peace‐time conditions. But there is much technical information that loudly calls for expert co‐ordination and appraisal, aided by international co‐operation; and this fact favours the formation of a Nutrition Council embracing the highest authorities upon Food and Nutrition. Such a Council would be useful also as a stimulating agency for research, assuming that it is able to “ foot the bill ” ; for there remain many gaps in our knowledge of the subject of Nutrition. As suggested in the British Medical Journal article, such research should be directed “ upon co‐ordinated lines among the various sciences that converge upon the kitchen table.” Lord Horder takes the view that the proposed new Body should be constituted as a Committee of the Privy Council, and so enjoy many advantages that are lacking, in varying degree, among existing organisations above referred to. All information collected by a Nutrition Council which is of essential importance to the public would be conveyed to them by experts in publicity, by every available means, in discharge of its functions as a bureau of information upon the subject of Nutrition; and if this is done in the direct and simple terms that make understanding easy to the masses, its publicity department will not lack success. After full consideration the conclusion is forced upon us that a Nutrition Council would fulfil really useful purposes; for there is much that remains but partly, and sometimes poorly, done by agencies working independently. It would be a great gain to concentrate our efforts in one powerful Body dedicated to the sole object of the improvement of our food‐supply and our national nutrition.

This study aims to examine the mediated effect of ethical leadership between trust based on commitment and compliance-based practices and green behavior intention in tourism sector organizations.

The existing research in sustainability lacks the effects of leadership types on green management practices. This study uses a quantitative method through survey to determine this effect. Data collection is undertaken on the questionnaire formulated from existing studies. The collected data is analyzed with SmartPLS through measurement and structural model assessment for hypothesis confirmation.

The findings of the study reveal that ethical leadership does strengthen the relationship between trust and green behavior intention when trust is formed on commitment-based practices in comparison to compliance-based practices.

The study contributes to the attribution theory and its application in sustainability studies by showing that both commitment-based and compliance-based practices help shape the individual trust in an organization which resonates with the assumption that an organization’s seriousness to respond to sustainability issues forms the employee’s trust in the organization. On the practical side, this study provides guidelines for the organizations in tourism industry to demarcate the environmental management activities between compliance and commitment-based practices for better outcomes.

A gap is found in sustainability literature where leadership-type effects are rarely explored in green behavior intention formation. To determine the impact of ethical leadership on the relationship between green management practices and green intention behavior, attribution theory is used as a basis combining social responsibility and tourism organizations. The relationship between green management practices and ethical leadership is a novelty by evaluating the compliance-based and commitment-based practices individually to determine their effect on green behavior intention.

Rapid prototyping can potentially accelerate the entire process of new product development (NPD), enabling a high level of customer involvement and hence new product success (NPS). This study aims to examine the relationship between prototyping and NPS, and the moderating effect of customer involvement, as well as the influence of speed of information dissemination on customer involvement.

Data were collected using the survey method through structured questionnaires. The key participants were management and team leaders from technology-based companies.

The results indicate that prototyping positively correlates with NPS, particularly when customer involvement is high. The speed of information dissemination, both from customers and on competitive products, has a positive impact on customer involvement.

The study was limited by the undefined development stage of the prototype when offered for customer feedback. Future studies could focus on how customer involvement at each stage of prototype development affects NPS through a moderating effect.

The study confirms that investing in prototyping equipment for NPD increases the probability of NPS. Information capturing customers’ views and on competitive products in the market should be shared among the NPD teams. This could encourage better sharing of opinions and perceptions with customers about whether new products meet their wishes and expectations.

This study demonstrates that customer involvement moderates the relationship between prototyping and NPS. The degree of customer involvement depended on the speed of response of the customers themselves and on how well competitive product information was disseminated within the NPD team.