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American Newspaper Week is celebrated each year during the week of 25 September by the Committee for the Observance of American Newspaper Week. The event commemorates the publication of the first American newspaper, Publick Occurrences Both Foreign and Domestick, on 25 September 1690 in Boston. The Committee for the Observance of American Newspaper Week sponsors a variety of events in honor of those who contribute to making the American newspaper a valuable resource.

Native peoples living within their cultures find themselves the focus of increased attention and are renewing their own ties in a cultural renaissance. Non‐Natives are becoming more intrigued with both scholarly and popular interpretations of some aspects of Native cultures. Those Native Americans living outside the culture are trying, in varying degrees, to recover old ways, thus attempting to reverse generations of assimilation. It is with the latter group that this article is concerned: the non affiliated Native Americans who are intellectually and/or spiritually as well as physically removed from traditional teachings. What kinds of assistance can libraries provide to Native Americans wishing to reclaim their cultural legacy?

The transformations in the existing forms of governmentality and power regimes are deeply rooted within the political economy of advanced neoliberalism, having profound implications in the governance matrix. The new rationalities and instrumentalities of governance involve ‘governing without government’ (Rhodes, 1996) following the delegitimisation and deconstruction of the Keynesian Welfare State and the gradual enactment of what Jessop (2002) calls the Schumpeterian Competition State. This chapter throws open the play field for competing standpoints on governing the mega corporates. Various theorists consider that there is emptiness within the existing global regulatory armoury concerning the operational activities of TNCs. The convolution of ‘steering’ in this poly-centred, globalised societies with its innate uncertainty makes it tricky to keep an eye on the fix of ‘who actually steers whom’ and ‘with what means’. There also appears to be huge disinclination to spot systemic technical description of the evolving modern institutional structure of economic regulation in a composite and practical manner. Thus, the complexity of international issues, their overlapping nature and the turmoil within the arena in which they surface defy tidy theorizing about effective supervision.

This brings in the wider questions dealt with in the chapter – Is globalisation then a product of material conditions of fundamental technical and economic change or is it collective construct of an artifact of the means we have preferred to arrange political and economic activity? The new reflexive, self-regulatory and horizontal spaces of governance are getting modelled following the logic of competitive market relations whereby multiple formally equal actors (acting or aspiring to act as sources of authority) consult, trade and compete over the deployment of various instruments of authority both intrinsically and in their relations with each other (Shamir, 2008). The chapter also looks into these messy and fluid intersections to situate the key actors at the heart of processes of ‘rearticulation’ and ‘recalibration’ of different modes of governance which operates through a somewhat fuzzy amalgamation of the terrain by corporates, state hierarchy and networks all calibrating and competing to pull off the finest probable’s in metagovernance landscape. Unambiguously, this chapter seeks to elaborate on an institutional-discursive conceptualization of governance while stitching in and out of the complex terrain a weave of governances for modern leviathan – the global corporates.

As part of the broader effort to diversify higher education in the USA, many science, technology, engineering and mathematics (STEM) doctoral programs are deeply engaged in diversity work – an array of formal activities and practices meant to boost the representation of women and students of color. This paper aims to examine how underrepresented doctoral students in high-diversity STEM PhD programs contribute to diversity work in their programs.

A case study approach was used to understand the nature of diversity work in four STEM doctoral programs that have enrolled and graduated women and/or underrepresented students of color at rates significantly higher than their disciplines, despite being located in states with affirmative action bans. This study analyzes qualitative data from 24 semi-structured interviews and four focus groups with students from across the four departments.

Data reveal that underrepresented students are simultaneously positioned as representatives of progress and uncompensated consultants in their departments’ ongoing equity and diversity efforts. As a result, student contributions to diversity work are experienced as an ongoing process of emotional labor in which institutional ethos and/or feeling rules in the department shape how students manage their internal and external emotions.

Although diversity-related work is widespread and growing within colleges and universities, this study shows how student engagement in diversification efforts can lead to significant emotional burdens that go unnoticed and uncompensated. In highlighting the invisibility of emotional labor and the skew of its distribution toward minoritized groups, this research calls attention to how tacit feeling rules can undermine the ultimate goal of diversity initiatives within graduate departments and programs.

The purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance.

The method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field.

The findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance.

This study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE.

Health-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors.

Originality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.