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The purpose of the paper is to compare the performance of distance‐learning students in a Small Business Management (SBM) course with that of internal (on‐campus) students, and to examine students' demographics and information processing systems for their moderating effects on performance of each student group.

MANOVA were used to investigate differences between the two student groups on performance and information processing, and chi‐square tests employed for differences in demographics. Associations among the three variables were examined by Pearson correlation analyses.

The paper finds that distance‐learning students performed as well as internal students on the multiple learning objectives for the course in spite of the impediments associated with distance‐learning. Work experience and rational information processing were positively associated with performance for distance‐learning students but not internal students.

The findings in this paper cannot be generalised due the unique characteristics of the SBM course investigated and the absence of objective data on the amount of time each student devoted to studying the course.

The paper shows that online interactions between the two student groups should motivate distant students to increase their performance. Internal students would gain by learning from the work experiences of distant students.

The paper found a positive association between age and student performance and argued that maturity is beneficial to the learning process.

Certain elements of Hayek’s work are prominent precursors to the modern field of complex adaptive systems, including his ideas on spontaneous order, his focus on market processes, his contrast between designing and gardening, and his own framing of complex systems. Conceptually, he was well ahead of his time, prescient in his formulation of novel ways to think about economies and societies. Technically, the fact that he did not mathematically formalize most of the notions he developed makes his insights hard to incorporate unambiguously into models. However, because so much of his work is divorced from the simplistic models proffered by early mathematical economics, it stands as fertile ground for complex systems researchers today. I suggest that Austrian economists can create a progressive research program by building models of these Hayekian ideas, and thereby gain traction within the economics profession. Instead of mathematical models the suite of techniques and tools known as agent-based computing seems particularly well-suited to addressing traditional Austrian topics like money, business cycles, coordination, market processes, and so on, while staying faithful to the methodological individualism and bottom-up perspective that underpin the entire school of thought.

This paper describes the origins and a few main “course corrections” as the author evolved his processual models and theories for explaining and predicting organizational behavior. Interest in aggregation problems and their solutions lead to the evolution of the processual approach. The paper emphasizes the need for being engaged with the phenomena. Being engaged, however, can have the consequence that the researcher co-evolves with the research.

Acting through its parent company the Satra Group, Ion Deposition Ltd has purchased the assets of Peatgrange IVD Ltd, its former competitor of Leeds. The negotiations were headed by the managing director, Raymond Palmer, for the purchase of Peatgrange IVD's assets from its parent company, the Cray Group.

Resource redeployment may occur when a firm exits from one line of business and enters another. We suggest that when multiproduct firms identify opportunities in new high-growth markets, their entry will occur alongside exit from low-growth markets when the firm is resource-constrained. For our sample of over 47,000 high-tech US firms in CorpTech from 1993 to 2004, 5% of the firm-years include simultaneous entry and exit at the product market level, which we term “product turnover.” Firms are more likely to engage in product turnover when there is a larger spread between the highest and lowest growth rates for the product markets in the firm’s portfolio. This effect is strongest for small- and medium-sized firms, which tend to be privately held. Therefore, future research on resource redeployment might find fruitful ground in samples of mid-size firms.

Global business travel spending reached a record breaking $1.2tn in 2015 (Bureau of Labor Statistics, 2016) and the average Indian traveling is now at a phenomenal high for both business and leisure travel. In this context, the paper aims to investigate how the top hotels in India are addressing the issue of human resource shortages and training and how they are preparing for the future when the market, the customer profile and employee expectations are undergoing a major change. In essence, brand loyalty could be minimal and competition intense.

This paper adopts a case study approach and reviews how participating hotels are addressing their talent attraction and retention issues and differentiating their people management processes.

The processes used by top hotel companies provide an overview as to how they manage people and how they will need to innovate to assess progress of the measures and initiatives they are taking. They will also have to be more global in their approach.

The findings will be of interest to managers who are responsible for hiring and managing employees. The study also has implications for policymakers and higher education institutions in relation to managing skill shortages that exist in the hotel industry.