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Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

Canada criminalized the nonconsensual distribution of intimate images in 2014. Lawmakers and commentators noted that this new offense would fill a legislative gap in relation to “revenge pornography,” which entails individuals (typically men) sharing intimate images of their ex-partners (typically women) online in an attempt to seek revenge or cause them harm. Feminist writers and activists categorize revenge pornography as a symptom and consequence of “rape culture,” in which sexual violence is routinely trivialized and viewed as acceptable or entertaining, and women are blamed for their sexual victimization. In this chapter, I analyze Canada's burgeoning revenge pornography case law and find that these cases support an understanding of revenge pornography as a serious form of communal, gendered, intimate partner violence, which is extremely effective at harming victims because of broader rape culture. While Canadian judges are taking revenge pornography seriously, there is some indication from the case law that they are at risk of relying on gendered reasoning and assumptions previously observed by feminists in sexual assault jurisprudence, which may have the result of bolstering rape culture, rather than contesting it.

Purpose: To demonstrate how an online coaching intervention can support well-being management (mental health and mood) of medical students, by increasing psychological awareness, emotional management, and healthy/positive action repertoires.

Design/methodology/approach: A two-group randomized control trial design using a waitlist as a control was used with a sample of 176 medical students. Half were randomly assigned the 5P© coaching intervention and the remaining half assigned to the waitlist group, scheduled to receive the intervention after the initial treatment group completed the intervention. Participant baseline data on stress, anxiety, depression, positive and negative affect, and psychological capital were obtained prior to commencing the study, after completion of the first treatment group, and again postintervention of the waitlisted group, and then at the end of the year.

Findings: Coaching the students to reflect on their emotions and make solution-focused choices to manage known stresses of medical education was shown to decrease medical student stress, anxiety, and depression, thereby increasing the mental health profiles of medical students.

Research limitations/implications: The findings suggest that an online coaching tool that increases psychological awareness and positive action can have a positive effect on mental health and mood of medical students.

Practical implications: The framework developed and tested in this study is a useful tool for medical schools to assist medical students in managing their well-being, thereby decreasing the incidence and prevalence of mental illness in medical students. The implications of this research are significant in that positively affecting the psychological well-being of medical students could have a significant effect not only on each medical student but also on every patient that they treat, and society as a whole. Better mental health in medical students has the potential to decrease dropout rates, increase empathy and professionalism, and allow for better patient care.

Originality/value: This study contributes to the literature on online coaching for improved psychological well-being and emotional regulation, mental health, and medical students. It is one of the first studies using a coaching protocol to make a positive change to the known stress, anxiety, and depression experienced by medical students worldwide.

By asking Donald V. Seibert, Chairman of the Board of JCPenney, a number of variations on the basic question, “How do you plan?” this magazine continues its series of interviews with top management. These articles are informal and designed to reveal a chief executive officer's attitudes, his style, his inventory of problems and concerns, perhaps even his prejudices and preferences. The particular executives selected for these conversations (W. R. Goodwin, President and Chief Executive Officer of Johns‐Manville, and a former planning consultant, was first) have had substantial experience in planning. Mr. Seibert, for instance, was a line executive who suffered through the experience of being nominated company planner without the benefit of academic training. For this interview Mr. Seibert sat still for a two‐hour lunch in one of his company's private dining rooms in the Manhattan headquarters. Speaking cautiously, with the restraint of a corporate spokesman who is well aware of the pitfalls that encircle the corporate state, Mr. Seibert outlined his view of Penney's present, its years ahead, and its place in the decades to come. Eventually, when talk turned to marketing strategy — parting the customer from his dollar in exchange for the quality merchandise for which Penney's is famous — his voice became more fervent. A planner because he lives in an era in which planning is prudent capitalistic strategy, Mr. Seibert is obviously a retailer at heart. Under his leadership Penney's has achieved the following: • Resumed earnings growth, partly by controlling expenses and increasing productivity. • Increased both sales and net income. • Survived a challenging economic period which saw the bankruptcy of one major retailer. • Successfully maintained its image as a reliable merchandiser in a time when consumerism has held other firms up to the light and found tarnish. • Held on through eight unprofitable years until the catalogue operation which he once commanded began to make a significant contribution to profit.

Ask an expert to describe an innovation system that enables companies to successfully advance valuable technologies that fit their current business model – and those that do not fit it.

Strategy & Leadership interviewed Henry Chesbrough author of Open Innovation: The New Imperative for Creating and Profiting from Technology (Harvard Business School Press, 2003). His book is based on numerous research projects he conducted.

He developed an open innovation model based on the observation that great inventions can come from both inside and outside the company and should then be commercialized both using the current business model and with alternative business models.

Case studies are needed. Tools are needed for bringing the customer into the open innovation process.

Corporate leaders should review and consider the open innovation model as one approach in their search for new growth businesses.

Open innovation is a radical approach to business growth that is being pioneered by a number of cutting edge firms.

This disguised case aims to describe a scenario planning project to improve decision making for a manufacturer operating in Brazil's confusing, unpredictable politico‐economic environment. “BrasilAuto's” management team faced a range of complex choices related to capacity, vehicle mix, pricing, distribution, dealer relationships, exports, labor and government relations.

The consultants used a combination of scenario planning and quantitative analysis to answer the company's two key questions: where is the country headed and how many vehicles can we expect to sell, looking across a range of business environments?

As a result of the scenario exercise, company execs had a better idea of what to watch for in the political sphere and how to anticipate the actual market impact of changing economic policy options. Having looked at the range of plausible business environments hard and carefully, their uncertainty was significantly less unsettling or paralyzing than it had been.

The consultants discuss the lessons learned – for the client and for improving the process.

It's rare to have an insider's view of a scenario process that attempts to produce both quantitative and qualitative insights into a range of distinctly different political/economic futures and their impact on an industry.

Reviews some of the chemistry and environmental hazards associated with chlorine and bromine compounds when used as water disinfectants in many industrial processes. Lays emphasis on the oxidation of bromide by chlorine to bromate, a suspected genotoxin. A risk assessment of the predicted presence is detailed. In view of the formation of haloforms and other noxious substances derived from chlorine, some of the advantages of the use of chlorine dioxide are detailed. Proposes recommendations for water regulators to consider the inclusion of bromine‐containing substances, and in particular bromate, in forthcoming legislation.

This paper examines the effects of contract award announcements on the stock returns of successful grantees. Contract awards are identified using Lexis/Nexis and classified according to whether the grantor is another corporation or government body. The government grantors are further classified according to the type of government entity granting the contract. Four subsamples emerge: federal (non-military), military, municipal, and foreign. The results suggest that contract awards granted by foreign governments are more lucrative than contract awards granted by corporations or American governmental bodies. This finding endures even after controlling for potentially confounding factors.

To encourage top management to recognize the need for adding new value to their organizations and commit to the creation of new internal capabilities for growth via the exploration of their company's strategic frontier.

Explains how the CEO can select a team and initiate a project to identify strategy frontier options.

The authors’ experience suggests that the team should first explore all areas of future growth potential in and adjacent to their industry, creating a long list of potential options. Identifying a breadth of strategic frontier options is more important than a depth of information on any one option.

More case studies of strategy frontier projects in action, with quantitative results, would be valuable.

The goal of this frontier team is to identify a portfolio of innovative new business opportunities that exist on the strategic frontier. It will be the responsibility of another, more qualified group with quantitative skills (strategic planners, business development) to develop a detailed business design and determine its profitability and attractiveness to the company.

The article offers top management an innovative how‐to approach to finding truly new growth opportunities.