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The American public exhibits an exceptionally strong bias against public sector activity in the economy. Why this is so is investigated by applying the traditional literature on “American exceptionalism” and the comparative method. A defence of an active role for government in the economy is developed, based on social and institutional economics. The traditional explanations for American exceptionalism given by Sombart, Commons and Perlman are outlined. A comparison of the Canadian and US politico‐economic cultures is employed as a means for evaluating the validity of the arguments in the traditional exceptionalist literature. Although those investigating American exceptionalism have often compared the US with Europe, it is argued that Canada makes a better subject for comparison with the US. This is because the two countries are very similar, yet exhibit different attitudes toward the public sector.

Modern careers have become increasingly non‐predictable, characterized by many occupational changes and transitions. Given this background, this paper analyses the potential contributions of the anthropological concept of rites of passage in scientific as well as practical terms. It is argued that, while this concept is not a fully developed theory, it qualifies as a useful model for specific aspects of career transitions.

After a general introduction of the concept of rites of passage, the paper examines how it has already been applied to career research, and proposes some fresh developments in order to interpret the role of transitions in modern careers.

Although the concept of rites de passage has mostly been applied to very traditional career paths, this paper argues for its validity for modern careers. In particular, the emphasis on a particular rite de passage, namely the rite de marge, allows one to focus on the non‐stability of careers today and its consequences for individuals.

Even if the effects of their application are neither mechanical nor calculable, nevertheless rites de passage present interesting possibilities for management purposes.

Introducing the concept of rites de passage shows that modern careers especially, because of their lack of stability, need transitional rites for occupational identity and the entering of new groups. To be aware of this is of great relevance for individuals and for career management.

This paper investigates corporate social responsibility (CSR) policy management in multinational companies (MNCs). The focus is on examining the relationship between subsidiaries and headquarters in the management of CSR, in terms of the commonplace notion of ‘think global, act local’. Primary and secondary data was collected in one MNC and a case study produced. The findings show that the initiative to launch a CSR policy is taken and enacted exclusively by the headquarters, mainly as an answer to the financial and legal pressure felt to accompany the present widespread interest in CSR. Findings are articulated around three major steps used to manage CSR initiatives: the determination of values, the integration of those values in action and the evaluation of the policy. Consistency of policy is driven from headquarters, through adoption of a corporate value framework, while the implementation is to some extent localised. Feedback from subsidiaries is collected and shared by the centre, which also seeks out synergies in pursuit of increased efficiency. Corporate structure is therefore linked to CSR management. Implementation is observed to comprise three parts: the headquarters seek to motivate local actions through reference to the company culture, through directive measures, and by pedagogic action. Pedagogy comes out as necessary in order for the CSR policy to permeate the entire organisation and initiate the right actions and reactions in the variety of situations encountered throughout the organisation. Constant scrutiny and evaluation are considered necessary in order to sustain the credibility of the policy in relation to external stakeholders.

This paper aims to explore whether the rite of passage is still a useful model with which to conceptualise the MBA in the era of the boundaryless career.

The paper examines the formative experiences of full‐time MBA students at an elite business school, using in‐depth qualitative interviews. Through a discourse analysis, the paper shows how MBA students draw on concepts resembling the anthropological model of the rite of passage when making sense of their experience.

The resources MBA students have available to talk about their MBA experience mirror the three‐step rite of passage model. The first step involves separation from a previous career, either because of limited opportunities for advancement or in order to explore alternative career paths. In the transition or liminoid stage, identities are in flux and a strong sense of community is developed among the students and they play with different identities. In the third stage, the incorporation, students reflect on the value of the MBA for their future career.

The paper shows how the MBA is still seen as a rite of passage at a time when careers are becoming boundaryless. Within this more fluid context, the rite in itself is seen as enhancing the individual's brand value and confidence, enabling them to negotiate the challenges of managing a boundaryless career.

The purpose of this paper is to examine how corporate social responsibility (CSR) initiatives add value to Brazilian companies and how these companies perceive the impact of CSR initiatives on their customers, employees, and society.

A multiple case study was conducted on 17 Brazilian companies, from diverse industries, that started their CSR initiatives between 1984 and 2011.

It is possible to identify ten companies with CSR initiatives disconnected from business strategy. In such cases, CSR started as an altruistic contribution to the local community. Actions have been limited to the employees and have demanded resources without perceived value for stakeholders. In seven companies, CSR initiatives are linked to the business strategy. In these cases, CSR initiatives add value to the companies promoting companies’ or brands’ reputation. It is observed to provide better working environment through employees’ motivation and their involvement in CSR initiatives. This value is perceived for the customers, employees, and for the society. However, to reinforce this perception, interested stakeholders should be informed about CSR initiatives and their contribution to the society.

This research attempts to analyze the CSR initiatives of the companies in emerging countries and to understand how CSR could add value to these companies and how this value is perceived. It also aims to understand how these initiatives have been organized and could support the altruistic efforts with effective results to the companies and to the society.

Examines the discourse on high‐flyers in business (management) in academic and practitioner literature (journals and books), published in English in Anglo‐Saxon countries in the past 20 years, with a stress on the last decade (1986‐1995). Ideas, examples and experiences reported are (in descending order of emphasis) from the USA, the UK and Canada; with a token representation for other Anglo‐Saxon countries. Following an outline of the key imagery employed, analyses the literature in terms of the meaning of the said phenomenon: high‐flying (fast track, achieving, high potential) for the individuals and organizations concerned, as well as its wider societal ramifications. Discusses issues pertaining to human resource management, in particular women’s careers.

The corporate social responsibility (CSR) premise is complicated for an MNE subsidiary operating across a geographically dispersed heterogeneous environment and conceptual literature on MNE subsidiaries’ CSR, a function that makes-or-break legitimacy in the home and host environment, is at best scattered. This paper aims to bridge that gap by reviewing the literature on three levels and plotting all those idiosyncratic counter-institutional forces into a single framework.

After reviewing the literature on MNE subsidiaries’ CSR through institutional lens, this paper conceived a three-dimensional matrix of institutional force fields and mapped the quadrants with meta-level strategies that subsidiaries can assume. This paper further conceptualizes a linear flow model of subsidiary CSR.

An MNE subsidiary’s CSR premise could be plotted into a matrix structure of institutional force fields, with subsidiaries assuming strategies to balance these forces. This paper postulate that institutional complexities influence the CSR strategy of a subsidiary, subjected to firm-specific logic. This paper propose that for an MNC subsidiaries CSR, there is a systematic deviation path from Carroll’s hierarchical pyramid model to a need-based pyramidal model.

The three-dimensional force field matrix model with respective strategies that subsidiary could assume is proposed for the first time. The linear flow model of a subsidiary CSR is also new to literature.

This study aims to explore the commonalities and differences of corporate social responsibility (CSR) perceptions among business leaders in Oman and Lebanon, two Middle Eastern countries forming a comparative dyad with a high level of cultural variance within the Arab cluster.

Semi-structured interviews were used to elicit qualitative data that were analyzed by means of multilevel analysis.

The findings provide empirical evidence that CSR is a powerful factor in managerial decision-making in the Middle East with the national cultures of Oman and Lebanon exerting partially differing effects on CSR decision-making.

The study enlightens practicing managers and policymakers in terms of the salience of multiple actors’ influence on CSR decision-making processes and the responses they may receive when developing and implementing CSR initiatives in the Middle East.

The study proposes a seven nodal model, which captures the flow of CSR decision-making in the research contexts.

Mayrhofer and Iellatchitch's discussion of rites of passage in the context of contemporary careers raises some concerns as to the usefulness of the concept as well as to its transferability across disciplines. This rejoinder maintains that, while the employment of rites of passage should be welcomed, its use in career discourse should be made with caution and reserve.

Asks searching questions in pursuit of the above.

That some controversial points are raised in Mayrhofer and Iellatchitch's article.

This presents the other side of the subject of the original article.

The world of work is constantly evolving such that the Workforce in the previous era was driven by the need for stability and is now driven by the desire for creative disruption. While firms must respond to the challenges and dynamics continuously, employees must be ready for any upcoming change to progress despite the turbulence and attain a competitive position. This paper's focal theme is Workforce agility – the ability of employees to respond to and make the most out of changes. Studies on the personal factors affected by changes, in turn, influencing Workforce agility have been scarce. The authors propose a conceptual model with propositions to address this gap. Additionally, the authors propose an employee-centric experiential training practice to foster agility.

The authors have employed conceptual description methodology to build propositions about the personal factors influencing Workforce agility and an arts-based intervention to enhance it.

Intermodal arts-based intervention (IABI) can influence employees' epistemic curiosity, which aids with managing ruminative thoughts, thus enhancing Workforce agility, while dispositional joy moderates this relationship.

The proposed “Intermodal Arts-Based Intervention (IABI)” can help firms move from a traditional training-based approach to an experiential one to foster their Workforce's agile capacities. Considerations for its implementation are explained.

This study is one of the first attempts to integrate multiple art forms as a change management practice. The conceptualized model also brings out the adaptive and maladaptive aspects of epistemic curiosity and rumination and the role of joy in promoting agile behaviors.