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The purpose of this paper is to demonstrate how e‐mail may promote effective internal communication in three key areas.

The paper presents a case study of a service‐orientated group of social businesses in the not‐for‐profit sector, where a triangulated approach is employed, a three‐factor model of effective e‐mail use is proposed. Using focus groups, diaries and survey, the impact of e‐mail was investigated on four key dimensions of internal communication at Parkside Housing Group.

Whilst overall e‐mail was found to be less influential than face‐to‐face communication, e‐mail was found to positively and specifically influence: the communication climate, where it provides a mechanism for staff to feed their views up the organisation; shared objectives and goal alignment, where it helps staff to understand the overarching goals of the organisation (the “bigger picture”); and perceived external prestige – the construed external image of the organisation – by helping the organisation to share positive publicity, and its successes, amongst staff.

When e‐mail is used in organisations according to the three‐factor model, it is proposed that it can have a positive impact on internal communication and subsequently organisational performance.

This is the first time the impact of e‐mail on internal communication has been investigated, from a corporate communicator's perspective, and with the number of mailboxes worldwide growing year on year, and an increasing awareness of the importance of employees as key stakeholders, this study is original, relevant and timely.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

“At 7p.m. on Thursday 18th September there will be an open meeting for any women interested in helping to organise a ‘Feminism and Library Work’ conference…” began the advertisement which started it all off, in the Autumn of 1980.

Thorstein Veblen would certainly be stunned that less than 100 years after he coined the phrase “conspicuous consumption” there's been a sudden and conspicuous, global‐wide drop in consumer purchases.

Nonprofit organisations (NPOs) are an increasingly fundamental part of our society. Meeting rising demand requires NPOs to attract enough resources, especially volunteers, to enable service delivery. This paper aims to adopt a novel theoretical lens to reframe this marketing challenge to inform practice and extend theory.

Practice-based exploration of a volunteer-enabled NPO, parkrun, through in-depth interviews and secondary source analysis.

The research identified that the brand community connects volunteers through three inter-connected levels. The big idea of parkrun, the focal brand, resonated with people through being “on their wavelength”, something they believed in. The local, physical event meant engagement was “on their patch”, anchored in place. Finally, the brand community enables people to volunteer “on their terms”, with fluid roles and flexible levels of commitment.

Not all NPOs have service beneficiaries who are able to volunteer, services with different volunteering roles, or operate through a local physical presence. However, taking a focal brand approach to consider the brand community through which people volunteer for an NPO, the practices that reinforce that community, and how to offer volunteers significantly greater flexibility in both role and commitment presents an opportunity for NPOs to rethink how volunteering works for them in the future.

Clear recommendations for practice include the opportunity to integrate service beneficiary with service delivery enabler (volunteer) to strengthen the implicit social contract, increasing participation to deepen the social identity felt towards the brand, and key practices that reduce barriers to volunteering.

The paper extends volunteering theory from the traditional individual needs approach to a focal brand community perspective. The marketing challenge of attracting volunteer resources to NPOs is understood through rethinking the boundaries between service beneficiaries and service enablers, anchored in social identity theory. It provides clear recommendations for practice through reframing the recruitment challenge.

Randy Pitman, an eloquent critic of librarians' print bias, has publicly noted a fact that should be obvious: referring to audiovisual materials in terms of what they are not (e.g., “non‐book materials”) automatically affords them second‐class status. Another media activist, Don Roberts, asserts that many selectors of multimedia library materials consider them to be “frivolous, secondary, or just plain negligible in content by comparison with printed materials.” In an article published twelve years ago which offered practical suggestions for overcoming “ingrained and inherent ‘printism,’” he listed alternative media producers and distributors, noted review sources outside the standard library literature, and provided other ideas for countering “the mistaken belief that you are required to leave your high‐fidelity, sensory‐aware self at home, or in your car, or at the concert hall, when you go to work at the library.” Today, he still finds “people who continue to specialize in formats, sentimentalize them, and try to perpetuate this or that medium as the pinnacle of consciousness…sometimes denying others access to formats which might be more appropriate to them in the process.” We are all multimedia beings, Roberts says: There is no way that books alone will enable us to “transform, inspire, and enliven.” Compiled with those thoughts in mind, the following annotated list of media producers and distributors which specialize in social issues—ethnicity, labor, peace, environment, and human rights, to name a few—primarily emphasizes independent and less well‐known media productions. Also worth noting are review sources like Angle—a publication covering work by women filmmakers (P.O. Box 11916, Milwaukee, Wl 53211, 414–963–8951; $20 individual, $30 institutional), Black Film Review (P.O. Box 18665, Washington, DC 20036; $12 individual, $24 institutional), and the lesbian/gay‐oriented Out in Video (Persona Press, Box 14022, San Francisco, CA 94114; $10).

This paper aims to reflect on the nature of “parkrun tourism” and the challenges this presents to the understanding of sports tourism.

The contradictions and contested terrain of sports tourism is discussed with the reference to three of the most widely used definitions for the field.

Parkrun tourism is introduced comprising four formats: spanning the domestic and global; the informal and formal; the organic and institutional; and the experience and commercial product.

The particular challenges that parkrun tourism presents to existing understandings of sports tourism is considered. The conclusion discusses the prospect of future research, both empirical and theoretical, on parkrun tourism.

The authors outline a range of ways in which parkrun tourism affords opportunity for further inquiry for parkrun scholarship and sports tourism.

A new specification for sports tourism is proposed that accommodates parkrun tourism.

The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy.

This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes.

The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives.

This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals.

This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.

Looks at the often overlooked dangers of an international M&A – differences in culture. From employment law, government regulations, political and cultural considerations, the article guides you through the maze of potential hazards.