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The general opinion is that as executives advance into the '90s, there will be a smaller number of executives with larger responsibilities (Braham, 1988). These changes will demand executives to be healthier physically, mentally, and emotionally (Braham, 1988).

In this paper, we argue that the opportunities created from the recent transformational change in the health care industry have provided the environment for entrepreneurship to thrive. As a result, new and innovative organizational forms have flourished particularly when embedded in communities of entrepreneurial activity where networks of experience, access, and social/work relationships exist. The major purpose of this paper is to initiate a theoretical dialogue in which entrepreneurship is introduced as a field of research that can be used to explain how and why health care organizations have emerged and changed into their present forms. First, we present the basic elements for understanding the process of entrepreneurship and how entrepreneurial activity is important to the innovation of new organizational forms. Second, we relate this to the field of health care by focusing on the three stages in the entrepreneurial model: creation, discovery, and exploitation of entrepreneurial opportunities. Third, we argue that the degree of entrepreneurial activity within a given community is the outcome of a dynamic process involving social networks along with positive economic and legal activities that reduce transaction costs and encourage entrepreneurship. To demonstrate this, we focus on the area known as the “health care business capital” in the U.S. – Nashville, Tennessee – and describe the entrepreneurial activity in that city beginning in the 1960s and relate this to the existing theory. We believe this research represents a juxtaposition of the practical and theoretical, so critical in understanding entrepreneurial activity and new organizational forms in health care.

This article describes the importance of fitness (chiefly exercise) for top ranking executive leaders and for their respective organizations. The authors discuss how fitness can contribute to stamina, mental clarity, ability to cope with stress and a variety of other factors that can affect an executive’s ability to lead. The authors support this premise by drawing on key research studies and actual accounts of top executives from a variety of business organizations. The authors feature information obtained from direct interviews with the year 2000 USA presidential candidates, Al Gore and George W. Bush. The authors view them as high profile models of how fitness can be given high priority for maintaining personal effectiveness for even the busiest executive leaders.

An effective compensation programme for expatriates must provide adequate incentives to encourage the right persons to accept overseas assignments and to do their best in meeting the company's strategic goals. To attract, motivate and retain high‐quality expatriates, the company should make the compensation programme not only equitable and compatible to domestic rates, but also flexible and competitive at world market rates. Income varies among various countries which have different economic systems and development levels, distinct political and legal institutions, and particular traditions and cultural backgrounds. Outlines trends in international executives' compensation in Europe, Japan, China and Asia. In addition, covers variables including base salary, hardship or site allowances, premiums, cost‐of‐living adjustments, housing and utilities allowances, taxes, and individual benefits for expatriates.

The premise that the U.S. Supreme Court never veers too far off from the dominant national political coalition (Dahl, 1957) has become widely accepted among social scientists today. To fulfill that promise, however, the confirmation process for justices must serve as a plebiscite through which the public can ratify or reject future justices based on their views. Unfortunately, modern confirmation hearings have become an exercise in obfuscation, providing little meaningful dialogue on important issues. Because conservative Republican presidents have made the lion's share of appointments in recent times, social conservatives have most often benefited from a process that has severed the link between Supreme Court nominees and the polity they must serve.

The purpose of this paper is to examine the relationship between wine tourism experiences (i.e. winescape, winery service quality, winery brand differentiation and tourist motivation) and tourist behavioral intentions (satisfaction, loyalty and revisit intention) from both demand and supply perspectives in Ningxia, China, by using the SERVQUAL model and the self-determination theory.

The research comprises two studies with an exploratory sequential mixed-methods approach. Study 1 adopted semi-structured interviews with winery owners and managers to explore the factors related to wine tourism experiences that influence tourists’ tourism experience. The results from the Study 1 leads to Study 2, which used a survey to explore wine tourist experiences and their behavioral intentions

This study provided important information regarding the factors that influence wine tourists experience in Ningxia wine region from the perspectives of supply and demands sides. Frist, this study confirmed the various factors influence wine tourism experiences in Ningxia based on the results from Study 1 (supply perspectives). Second, by further investigation in the Study 1, this study integrates the SERVQUAL model and the self-determination theory as fundamental theoretical frameworks in Study 2 to analysis the tourist perspectives. Third, as results, the authors finally confirmed the theoretical frameworks of wine tourism in Ningxia based on dual supply-demand perspectives.

The integration of multiple research approaches enriches the research findings and provides a more robust understanding of the wine tourism experiences in Ningxia.

Strategy and leadership guru, Sydney Finkelstein believes that “regenerating the talent pool is the single most important thing that any leader can do” to help his or her organization to “survive and prosper.” His new book, Superbosses: How Exceptional Leaders Master the Flow of Talent (Harvard Business Review Press, 2016), studies “those few individuals” in any given industry who “grow human capital better than anyone else.”

Strategy & Leadership contributing editor Brian Leavy asks Prof. Finkelstein what can managers learn from these exceptional talent developers that might be more widely emulated?

According to Prof. Finkelstein, “The superboss playbook is not about being nice or empathic. It’s about giving proteges the motivation, guidance, wisdom, creative licence, and other elements they need to learn and grow”

Prof. Finkelstein notes, “While many businesses today focus on getting closer to the customer, superbosses are very much focused on getting closer to their employees or team members.”

Prof. Finkelstein asserts, “Superbosses have cracked the code on how to make organizations work better by designing a playbook that helps people accomplish more than they ever thought possible in their careers, or their lives. By studying the superbosses and what they do, we now know how genuinely unusual talent comes to populate an organization.?

To outline notable events of the 31st Annual Science & Technology Policy Forum of the American Association for the Advancement of Science (AAAS), held in Washington, DC, in April 2006. Design/methodology/approach –‐ Gives a brief review of the main features of the conference.

The annual AAAS Policy Forum is the venue for when journalists and the US people learn what the financial commitments to science and technology for the year have been and what implications it has for policies in this subject area. Potentially complicated this forum brings together the scientific community from industry and academe to see how economics drives science.

The sharing of educational value and awareness of issues covered at the forum. To educate different communities about the kind of priorities science and technology policy sets dependent on the fiscal support given by the federal government.

Many marketplace examples suggest that using gamification in the online retail shopping context boosts sales and positively affects customer loyalty. Nevertheless, more research is needed to understand the effects of digital games on consumer behavior and their underlying psychological mechanisms. Therefore, this article explores how combining games and monetary rewards impacts customer satisfaction, loyalty and word-of-mouth (WOM) intentions.

To test our hypotheses, we designed two online laboratory experiments to stimulate an online shopping situation, as gamification in online retailing has the potential to affect an important set of outcomes for service firms throughout the consumer decision process (Hofacker et al., 2016).

The results of two lab experiments demonstrate that playing a shopping-related game without monetary participation incentive positively influences all three relational outcomes because games enhance consumers' enjoyment of the overall shopping experience. However, our findings also show that monetary rewards used to incentivize game participation diminish these effects. Gamification loses its positive effects if games are combined with monetary rewards, as consumers no longer play games to derive inherent enjoyment, but rather the extrinsic motivation of receiving a discount. We draw managerial implications about how gamification effectively and profitably fosters strong customer relationships and thus increases customer lifetime value and equity.

This research is the first to investigate the combined effects of gamification and price discounts that require consumers to play the game in order to receive the discount. Focusing on an online shopping context, this article contributes to research on motivation by providing new and more nuanced insights into the psychological process underlying the gamification effects on consumer' long-term attitudes (i.e. satisfaction) and relational behaviors (i.e. positive WOM and loyalty) toward a retailer.

Based on our findings, we provide recommendations for marketers that explain how gamification can be a profitable and efficient tool to foster strong customer relationships. Retail managers should use gamification as a less costly alternative to typical price discounts.

Two laboratory experiments investigate how the separate and combined use of games and price discounts affects consumers' satisfaction, positive WOM intentions and loyalty. Playing a shopping-related game increases satisfaction with the retailer and positive WOM intentions as well as loyalty. Monetary rewards used to incentivize game participation eliminate the positive effects of gamification.