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A range of agreements designed to revive East and Central European States′ (ECES) mutual trade and their trade with the former Soviet Union have proliferated since early 1993. Considers the extent to which these initiatives represent a genuine revival of regional co‐operation, and looks at the factors affecting the chances for successful implementation of existing agreements and for development of more intensive forms of co‐operation.

The earth’s carrying capacity cannot withstand the pace of consumption resulting from current economic models, mainly the linear economy (LE) built on a throwaway culture. In the last few decades, the concept of a circular economy (CE), aiming to design waste out of the economy and mimic ecosystems, emerged as a strong alternative to LE. Being at the heart of the economic landscape, supply chains (SCs) need to respond to the necessary shift to CE. In so doing, the planning and execution of circular supply chains (CSCs) require a broader comprehension of CE and more sophisticated and large-scale analytical decision models. This chapter surveys extant literature on available best practices and quantitative models for sustainable supply chains (SSCs) and offers a new definition of CSC. Mapping on the knowledge extracted from this classification, potential gaps and strengths in the literature are identified. Key research papers on the “closed-loop” and “open-loop” ends of CSCs are highlighted. Challenges in developing CSC performance indicators and prescriptive models are emphasized.

The study of humor has a long tradition in philosophy, sociology, psychology, anthropology, and communications. Evidence from these fields suggests that humor can have effects on creativity, cohesiveness, and performance, but organizational scholars have paid it relatively little attention. We hope to “jump-start” such a research program. To do this, we first outline the theoretical rationale underlying the production and appreciation of humor, namely, its motivational, cognitive, and emotional mechanisms. Next, we review the literature linking humor to creativity, cohesiveness, and other performance-relevant outcomes. In particular, we note how this literature is theoretically well-grounded, but that the empirical findings are largely correlational and/or based on qualitative research designs. Finally, we go beyond the current humor literature by developing specific predictions about how culture might interact with humor in organizational contexts. Throughout the paper, we discuss possible research directions and methodological issues relevant to the study of humor in organizations.

This chapter describes the development of a two-course sequence, which explicitly breaks down the silos between the accounting and finance disciplines. A descriptive narrative demonstrates how these courses integrate introductory courses in general business, managerial accounting, financial accounting and finance, and are taught freshman year. The courses are based around an 18-chapter Instructional Narrative about a fictitious company, Windspark, which evolves from a start-up service business in the wind turbine industry to a retailer of parts and then a manufacturer. Topics are introduced as the entrepreneurs in the Instructional Narrative require business knowledge. Individual faculty members teach an entire course, rather than teams comprised from different disciplines. A diagnostic quiz at the beginning of the second course tests students’ understanding and retention of material in the first course. The vast majority of students pass the diagnostic quiz on the first try. Despite its rigor and difficulty, the sequence has coincided with a significant uptick in students choosing to major in finance and accounting. This sequence demonstrates the feasibility and replicability of teaching a truly integrated introductory accounting and finance course sequence. Greater coordination and cooperation between disciplines is possible, with measurable benefits for students.

This paper aims to examine the impact of COVID-19 related employment disruption on individuals’ retirement planning and whether these experiences differ by occupational social class.

To explore these issues, this study linked data from those who were employed in wave 9 of the English Longitudinal Study of Ageing (ELSA) main study with wave 1 of the ELSA COVID-19 study (N = 1,797). Multinominal regression analyses were conducted to explore whether the interaction between employment disruption and occupational social class was associated with planning to retire earlier or later than previously planned.

The results show that stopping work because of COVID-19 is associated with planning to retire earlier. However, there were no statistically significant interactions between occupational social class and employment disruptions on whether respondents planned to retire earlier or later.

This paper’s original contribution is in showing that the pandemic has had an impact on retirement decisions. Given the known negative effects of both involuntary early labour market exit, the findings suggest that the COVID-19 related employment disruptions are likely to exacerbate social inequalities in health, well-being in later life and, consequently, can help anticipate where there will be need for additional support in later life.

Examines the ways in which computers can be used to assist in management decision making, emphasizing, above all, the practical aspects. Begins with the provision of management information, and goes on to consider the scope for bringing the computer into the decision itself. Discusses traditional operations research methods, as well as simulation techniques which are noted as being similar in principle to spreadsheet‐based models for planning and financial projections. Also considers knowledge‐based methods which handle qualitative rather than quantitative factors.

Good things often happen to organizations in which the operating and finance people work together as equal partners, or what the authors call “partnering for performance” (PFP). In the absence of such collaboration, other organizations pay a heavy price. The basic reason for PFP is value creation. All organizations must be prepared to demonstrate their ability to create value, that is, to add value faster than it is being destroyed. Otherwise, they will be unable to attract the funding needed to attain their objectives and will cease to exist. The authors outline the potential contribution of an operations‐finance partnership for various organizations and discuss some recent developments that underscore its growing importance.

THIS month the President of the Library Association for 1946 leaves his office. It was notable in the first place for his Inaugural at Birmingham in February, where the Lord Mayor and distinguished public men of Birmingham joined with the Association to do honour to Mr. Cashmore. He has presided throughout the year at the Council meetings with conspicuous success; he has made journeys to Switzerland and France, the most recent being the U.N.E.S.C.O. meeting there. He has attended many Association meetings, addressed many public gatherings at libraries, has served on several enquiries, and been the representative of his libraries at several important conferences. He has found time to address library schools, to carry on considerable correspondence and, in general, to sustain on the best level the tradition of the Presidency. As he is very near retirement into private life—his successor at Birmingham has been appointed—the good wishes of our readers will be joined with those of the many library workers for his future.