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Although much has been written about international students in higher education in Australia, there is a paucity of research and discussion about international academics especially non-whites and their lived experience in the workplace. This paper represents the voices of two academics working in metropolitan universities in Melbourne. The purpose of this paper is to raise awareness of how in spite of all the goodwill and highbrow research, the “corridors of academia” need to be examined in considering the politics of inclusion and internationalisation as the authors still need to address issues of colour as they exist in the academy.

The authors use narrative inquiry and reflection to tell the story as both phenomenon and method where the phenomenon is the story and inquiry is the narrative.

The findings suggest student and staff perceptions of difference are mostly theorised but not practiced within the academy.

The paper includes two voices, a limitation in itself, thus generalisations cannot be made to other academics or institutions. The authors recommend more professional development for staff and students alike to embrace issues of colour, culture and difference.

The authors draw attention to the need for academics to reflect on their behaviour within their own academic communities and be more aware of minority groups in academia.

By including and listening to issues facing minority groups (academics and students) can only improve the social cohesion of university worksites.

This is an original work carried out by both authors. It raises concerns that may also be experienced international staff and or students.

Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson & Johnson needed to get the most “bang for the buck” from its Benecol advertising. Would a media-planning model (optimizer) requiring executives to quantify their judgment on several key inputs be helpful in this process? A spreadsheet accompanying the case allows students to weight the target groups and to choose among different advertising vehicles to form the best possible media plan.

This case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider where Red Bull will take its brand, product line, and marketing next, in light of many competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and products targeted toward younger consumers.

The hospitality and tourism industry faces a number of workforce challenges, especially the high turnover rates and associated replacement costs associated with continually identifying and hiring new employees. The purpose of this paper is to discuss how hospitality and tourism organizations can use electronic human resource management (eHRM) and artificial intelligence (AI) to help recruit and select qualified employees, increase individual retention rates and decrease the time needed to replace employees. Specifically, it discusses how e-recruiting and e-selection and AI tools can help hospitality and tourism organizations improve recruiting and selection outcomes.

Research on eHRM, AI, employee recruitment and employee selection are applied to the hospitality and tourism industry and insights for how eHRM and AI can be applied to the industry are discussed.

eHRM and AI have the potential to transform how the hospitality and tourism industry recruit and select employees. However, care must be taken to ensure that the insights gained and the decisions made are well received by employees and lead to better employee and organizational outcomes.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

The purpose of this paper is to reflect on the process of participating in a long-term collective memory work group of older men, focusing on the making/unmaking of older men and masculinities, and the potential of memory work with older men.

Participant review and reflection on collective memory work with a group of older men.

Collective memory work provides a novel way to explore ageing, gendering, men, and masculinities. Its potential for working with older men is examined critically in relation to gender politics, power and (in)equalities, interconnections and contradictions of men’s ageing and gendering, the personal and the political, as well as working with older men more generally, including those in transition and crisis.

There is little previous writing on this approach to ageing, men, and masculinities. The paper aims to stimulate wider applications of this approach.

The purpose of this paper is to describe the process of setting up and participating in a collective memory work group of older men, with a focus on the making and unmaking of older men and masculinities through age, ageing, gender, gendering, and other intersections.

Participant review and reflection on collective of memory work group of older men.

Memory work is located in relation to related but different forms of writing and group work, emphasizing how in this method everyone becomes a writer, an author, a listener, a reader, a discussant, and a commentator. This provides a novel way to explore the constructions and intersections of ageing, gender, men, and masculinities.

The potential of memory work, both for working with older men, and more generally is outlined. Key issues are: genuine and collective commitment to substantive change, not just at a personal level, but also at wider social/political/cultural levels; willingness to trust in the other members of the group, an issue that may be difficult for some men; and commitment for caring for one another especially in their moments of greatest vulnerability.

There is little, if any, other writing on this approach to ageing, men, and masculinities. The paper is therefore of great value, and may stimulate wider application of this approach.

This study investigates the situations in which productive organizational energy (POE) and organizational performance increase through customer passion, that is, perceived customers’ affective commitment and customers’ positive word-of-mouth behavior. We integrate research on POE with research on customer influences on employees. Based on emotional contagion processes we develop hypotheses for the energizing influences of customers at the organizational level. We test the hypotheses using a dataset containing 495 board members and 8,299 employees of 152 organizations. The results show that customer passion is positively related to POE, which is in turn positively related to organizational performance. Furthermore, the findings indicate that the effect of customer passion on organizational performance through POE depends on top management team’s (TMT’s) customer orientation. By providing first insights into the linkages and contingencies of customer passion, POE, and organizational performance, this study puts forth a more holistic understanding of the energizing effect of customers on organizations.

Neural networks offer an alternative to numerical scoring schemes for credit granting and extension decisions. A standard back‐ propagation neural network running on a DOS personal computer is used with 125 credit applicants whose loan outcomes are known. Applicant characteristics are described as input neurons receiving values representing the individuals' demographic and credit information. Three categories of payment history, delinquent, charged‐off, and paid‐off, are used as the networks output neurons to depict the loan outcomes. After training on part of the data, correct classifications were made on 76–80% of the holdout sample.

This book offers theoretical frameworks and results of hundreds of empirical studies designed to investigate aspects of social identity dimensions of difference. Part I provides a foundation for examining social identity by defining it in terms of systems of power and hegemony, offering discussion of relationships between researchers and their participants (or, employees), and focusing on an ever-expanding literature which addresses the many ways that social identity dimensions overlap and intersect for individuals. Part II offers in-depth looks at specific social identity dimensions of culture, ethnicity, gender, sexual orientation, age, social class, physical and psychological ability, and faith/spirituality. As the final installment, Chapter 12 summarizes the book’s major themes. The message speaks to human resources and diversity managers in organizations as well as researchers; encouraging them to actively disassemble homogeneity at the top of organizations and to support enabling of all humans to reach their full human potential across organizations and in all social realms. Promoting and enabling social identity difference throughout organizations is no easy task due to multiple challenges. Indeed, incremental gains and small wins mean moving forward; the right direction.

Since March (1991) presented his ideas on organizational learning, hundreds of empirical tests have been conducted on relationships among the activities of exploration, exploitation, ambidexterity, and firm performance. Despite continued interest in his ideas, there has not been a systematic assessment of extant research to reveal whether, and to what extent, these activities relate to firm performance. This study uses meta-analysis to take a next step by aggregating results of 117 studies from more than 21,000 firms. I find strong performance effects for exploration and exploitation, but contrary to received theory, I discover ambidexterity yields weaker effects than a focus on either exploration or exploitation. Thus, I leverage these findings to offer future research opportunities.