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The purpose of this paper is to discuss the second edition of the Encyclopaedia Judaica (2007) within its broader historical context of the production of encyclopedias in the twentieth and the twenty‐first centuries. The paper contrasts the 2007 edition of the Encyclopaedia Judaica to the Jewish Encyclopedia published between 1901 and 1905, and to the first edition of the Encyclopaedia Judaica published in 1972; then contrasts the 2007 edition of the Encyclopaedia Judaica to Wikipedia and to other projects of online encyclopedias.

The paper provides a personal reflective review of the sources in question.

That Encyclopaedia Judaica in its latest edition does not adequately replace the original first edition in terms of depth of scholarly work. It is considered that the model offered by Wikipedia could work well for the Encyclopaedia Judaica, allowing it to retain the core of the expert knowledge, and at the same time channel the energy of volunteer editors which has made Wikipedia such a success.

The paper is of interest to those with an interest in encyclopedia design or Jewish studies.

This paper provides a unique reflection on the latest edition of the encyclopedia and considers future models for its publication based on traditional and non‐traditional methods.

The topic of whistleblowing is achieving prominence as a question of social policy. Some influential voices are suggesting that far from whistleblowing — informing on organisations —, being socially undesirable, it may in certain circumstances be an activity deserving high praise. Inevitably it entails huge risks to the activist, and these risks need to be personally and carefully considered. John Banham, Director General of the Confederation of British Industry, wrote in support of the Social Audit report on the subject (Winfield 1990), and a committee established by the Speaker of the House of Commons has suggested the possibility of honouring whistleblowers in the British Honours system for their good corporate citizenship. There have also been landmark reports in America, Australia and Canada (Leahy 1978, Electoral and Administrative Review Commission 1990, Ontario Law Reform Commission 1986).

The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of stakeholders. In a rare chain of events, non-unionized workers and managers engineered a change in senior management of the company. Their willingness to sacrifice their livelihoods in support of one person exemplifies the impact that can be made by a single, authentic, leader. This case draws upon secondary sources which provide insight into broad panoply of business and organizational behavior issues. The primary focus of the case, however, is leadership.

This case was developed using secondary sources and court documents that reported on the events that precipitated the problems at Market Basket as well as the strike and aftermath.

Management principles, organizational behavior. All undergraduate class levels would be appropriate.

This case exemplifies these three major theories in a real-life situation: stakeholder theory, corporate culture theory, organizational commitment.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

In this chapter, Arendt’s reflections on the question of personal responsibility are taken as a discussion of ‘interrupting the legal person’. Examining trials that took place after World War II, Arendt observes in ‘Some Questions of Moral Philosophy’, ‘What the courts demand … is that the defendants should not have participated’ (pp. 33–34). Following Arendt, the author argues that thinking could have enabled possible perpetrators of great evil to meet this demand, for when a person stops to think, whatever they are doing is interrupted. What is more, the person who stops to think is themselves interrupted by thinking. In brief, becoming aware of the possibility that they exist as a person in a mode other than what Ngaire Naffine calls ‘the responsible subject’, thinking disrupts the legal person. A discussion of thinking as interrupting the legal person thus illuminates not only what may turn a person away from participation in the life of a criminal state, but also what that turn means for responsibility.

This article describes two scenarios and changes made to a graduate readings course in social studies education over two years in order to align it with constructivist and student-centered thinking and learning. The changes made, the rationale for the changes, and the results are discussed.