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"Kiwiana is an essential guide for both New Zealanders and overseas visitors, identifying and celebrating some of the more colourful and durable aspects of this countrys popular culture. Known as Kiwiana, these are characterful objects and customs that define the New Zealand way of life. They have become distinctive to this country, frequently illustrating a response to its climate, geography and location in the southwest corner of the Pacific. Some of these examples of Kiwiana had their origins in the nineteenth century and others emerged more recently, while most reflected the development of a local ingenuity, an uncanny ability to make do. With the growth of international travel and trade in the late twentieth century, many distinctive features of the New Zealand way of life became increasingly vulnerable in the face of overseas influences. This collection therefore celebrates some of the more hardy examples of Kiwiana, those classics that have endured over the years, while also acknowledging a nostalgia for the recent past, a period recalled with amusement and affection. At the same time, these so-called icons of Kiwiana will be of interest to overseas visitors, representing a quirky and colourful resource unique to New Zealand, and is priced as an ideal keepsake from their visit."--Publishers description

The purpose of stakeholder management is to facilitate our understanding of increasingly unpredictable external environments, thereby facilitating our ability to manage within these environments. We argue that a powerful implicit assumption within the stakeholder literature—that priorities within role-based stakeholder groups are relatively homogeneous—blurs our understanding of organization-stakeholder relationships. Two important and related areas of concern are presented. The first involves the primacy of role in stakeholder definition. This role primacy approach to stakeholder definition is appropriate if, for a particular issue, role-based stakeholder group members have similar priorities. Individual and collective self-interest provides a rationale for this assumption. However, an important problem with this approach arises in situations in which self-interest is not the primary motivator of individuals' priorities. In these instances, subgroups within different role-based stakeholder groups might have more similar priorities than either subgroup has with others within their role-based stakeholder group. In these situations the role primacy approach impedes, rather than facilitates, an understanding of our environment. Our second concern is related to insufficient rigor in the application of stakeholder analysis. Most stakeholder studies, both theoretical and empirical, fall short in the determination of relevant interests and the subsequent subdivision of role-based stakeholder groups into rigorously defined specific stakeholder groups. Having suggested that the role primacy approach to stakeholder definition is less than ideal, we examine the extent to which, and the conditions under which, roles are likely to determine priorities, and thus, the likelihood of relatively homogeneous priorities within role-based stakeholder groups. In addition, we present an illustrative empirical analysis of stakeholder group priorities. The illustrative study is conducted within the context of intercollegiate athletics. Related literature and our empirical results indicate that role-based self-interest frequently is not a sufficient "binding tie" of stakeholder groups. Given this background, we present an alternative approach to stakeholder analysis that borrows heavily from the customer segmentation literature of marketing. Our alternative approach can accommodate heterogeneous priorities within role-based stakeholder groups.

Understanding the factors which facilitate or hinder workplace innovation is crucial to the survival of many firms. This study focuses on one such factor workplace unionization. In this study we develop and test a theory of the effect of workplace unionization on innovation which incorporates competing hypotheses from previous studies. The extent to which the unionization-innovation relationship might be generalizable to the influence of other organizational groups on innovation is addressed.

Purpose. The purpose of this study was to determine senior management's rationale for adopting and maintaining worksite health promotion programs and the congruence of this rationale with the program objectives of health professionals who manage the programs. Design. A multiple case study design was used. Setting. Nine major Canadian organizations which had adopted facility-based health promotion programs were the settings for this study. Data Collection. Semi-structured interviews (22 conducted) and two questionnaires (36 completed) were the methods used to collect data. Respondents. Senior managers involved in program adoption, senior managers responsible for program budgets, and senior health professionals responded to the interviews and questionnaires. Results. Impetus for health promotion program adoption in the organizations we studied had more to do with tangential issues such as an organization moving to a new facility or having access to unused space than with employee health or organizational performance considerations. The most common program adoption rationale was related to employee recruitment/retention. Program continuance was based on process issues such as participation rates and the quality of activity offerings rather than on health or organizational outcomes. While health professionals and senior management both considered human relations and morale more important than cost savings outcomes, health professionals considered cost savings outcomes more important than did senior management. Conclusions. It is important for health promotion professionals to develop program objectives which are shared by organizational management. Future program adoptions and maintenance will be influenced by closer analyses of the effect of these programs on organizational performance.

"This outstanding work immediately becomes the standard textbook for ethics in emergency medicine, as the best competing text (Ethics in Emergency Medicine, 2nd edition, Iserson et al. (Galen Press, 1995)) is relatively out of date. It is a crucial resource for all emergency professionals and anyone with an interest in emergency medicine ethics. " (Doody's, 30 August 2013).