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In this paper, the possibility of a renewed ethics of the role of the physician is explored by appeal to the Hippocratic tradition. The Hippocratic Oath, in its many permutations, offers a unique historical example of a document that marks the boundary-crossing of the physician-in-training into the office of physician, properly speaking. In making the Oath, the physician or physician-in-training enters into a new maturity that develops out of his or her own subjective desires and constructs, through to an outlook that is bound to a transcendent ideal of both technical acumen in the chosen profession of the physician, but also in a zeal for that which is good or virtuous. In other words, the Hippocratic tradition focuses the maker of the Oath upon a moral good; both for the physician and also for the patient. It may be years of practice and reflection before the significance of the Oath is realised in any particular medical professional. The Hippocratic tradition calls physician and patient alike towards a higher, but also more realist sense of virtue – in its ordinary and everyday sense, and the manner in which the good may be perceived even in the messiest of life and death conundrums. In this sense, a Hippocratic ethics of the physician might be possible that shows how the notion of ‘dirty hands’ is misleading, but also promising, in terms of the ethical possibilities for renewed notion of the virtuous physician.

Whereas much of the renewed interest in Polanyi’s Great Transform-ation speculates that the rebalancing of economy and society he foresaw might now be emerging in the context of the financial crisis, the systems theory perspective adopted in this article concludes that there are good reasons to believe that such a shift may be no closer. From an examination of credit default swaps and corporate bonds, the article suggests that finance may best be understood as an internally differentiated subsystem of the economy and thus perhaps peculiarly proof against efforts to exert control over it. Concluding that Polanyi’s analysis lacks the conceptual tools to cope with contemporary conditions when compared to systems theory, the article nevertheless suggests that his approach may usefully be extended by adding a fourth fictitious commodity – risk – to the familiar trio of land, labor, and money.

The purpose of this paper is to present a biographical review of the career of the late Caroline Robinson Jones (1942‐2001) in order to understand her challenges and contributions to the advertising profession. Prior to her death, she was considered the foremost African‐American woman in the advertising business. She was the first black woman to serve as a vice president of a major mainstream advertising agency and also established a respected agency bearing her own name. This paper focuses on Jones' contributions to marketing practice and her experiences as a woman of color in the advertising industry.

This paper uses a traditional historical narrative approach largely based on archival materials housed in the Caroline Jones Collection at the Archives Center of the National Museum of American History at the Smithsonian Institution. Relevant secondary literature was also employed to provide appropriate context.

While the advertising industry has historically been noted for its lack of diversity among its professional ranks, Jones made significant contributions to the industry. Yet, despite her trailblazing accomplishments, findings suggest her efforts were constrained by structural oppression in the industry concerning gender and race.

Scholarly literature reflecting the contributions and experiences of women of color in the advertising business is nearly non‐existent. This paper provides an analysis using sources which are valuable in understanding career opportunities and challenges for women of color in advertising professions.

This chapter explores the mindset inside companies and how they plan and interact in society. Corporate strategy and leadership are discussed. Specific models illustrate a process of engagement including the sustainable livelihoods approach, The Partnership Continuum by Johnson (2011), Stages of Corporate Citizenship by Mirvis and Googins (2006), and Saul's (2012) social value spectrum and social innovation quartile. Finally, to illustrate best practices with highly driven corporate efforts, a case study at Campbell Soup Company in Camden, New Jersey, illuminates a broad range of perspectives and strategies that foster, manage, and report corporate practices in action.

Given the growing interest in social movements as policy agenda setters, this paper investigates the contexts within which movement groups and actors work with political elites to promote their common goals for policy change. In asking how and why so-called outsiders gain access to elites and to the policymaking process, I address several contemporary theoretical and empirical concerns associated with policy change as a social movement goal. I examine the claim that movements use a multipronged, long-term strategy by working with and targeting policymakers and political institutions on the one hand, while shaping public preferences – hearts and minds – on the other; that these efforts are not mutually exclusive. In addition, I look at how social movement organizations and actors are critical in expanding issue conflict outside narrow policy networks, often encouraged to do so by political elites with similar policy objectives. And, I discuss actors’ mobility in transitioning from institutional activists to movement and organizational leaders, and even to protesters, and vice versa. The interchangeability of roles among actors promoting social change in strategic action fields points to the porous and fluid boundaries between state and nonstate actors and organizations.

To provide an Asia‐Pacific viewpoint of the key constraints associated with large geographic distances for smaller westerns firms entering central and eastern Europe (CEE), described as a turbulent transitional environment.

An exploratory study was used within a qualitative methodology, using eight case studies across multiple industries. Semi‐structured interviews were the main method of data collection conducted in 2003/2004. Open, axial and selective coding was used for the analysis to identifying issues.

Key internal constraints for smaller western firms (mindset of western management and middle management in CEE; and lack of management in CEE with decision‐making authority) related to managements' inability to recognize geographic and psychic distance as major external constraints. Largely overcome by enhancing communication between various functional groups; adapting organizational structure; maintaining frequent communicational; developing partnerships in international joint ventures; finding reliable distributors and commitment from re‐sellers and working with government. While no single international business theory adequately explains this process, there is overwhelming support for the network perspective and international entrepreneurship.

The study is limited by small sample size. The explanatory phase is proposed with further western companies, such as the UK, operating in CEE to identify geographic distance, and additional CEE markets to verify dimensions in this environment.

The paper provides a checklist of strategies for overcoming constraints facing managers of smaller firms, entering emerging markets with geographic distance.

Previous studies, using a European or Nordic viewpoint, fail to identify the constraints associated with large geographic distances. This paper provides practical assistance to managers starting out in CEE from the Asia‐Pacific.

Winner of the 2014 EFMD competition for best African Business case.

In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa, both seeing great market opportunities there. One firm, Adesemi, would ultimately go bankrupt. The other firm, Celtel, would ultimately succeed and make its founder, Mo Ibrahim, a star of the global business community. Why the difference in outcome? Emerging markets often present weak rule of law, bringing many challenges to business success—from the demand for bribes to regulatory obstacles, hold-up problems, and even civil war. This case explores strategies that can limit these critical non-market risks in foreign direct investment and entrepreneurship. Students will step into the shoes of both companies by exploring their entry strategies, wrestling with the challenges they faced, and diagnosing the reasons why a shared insight about a new business opportunity turned out to be prescient—and led to extremely different endpoints.

• Identify key challenges to successful entrepreneurship in emerging markets

• Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems

• Evaluate potential allies that can help avoid these problems

• Assess strategies to avoid paying bribes

• Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges

• Identify and appraise the strategic value of partnerships with development agencie

Identify key challenges to successful entrepreneurship in emerging markets

Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems

Evaluate potential allies that can help avoid these problems

Assess strategies to avoid paying bribes

Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges

Identify and appraise the strategic value of partnerships with development agencie

We conjecture that there are five stages to academic entrepreneurship: motivation, governance, selection, competition, and performance. The process of academic entrepreneurship originates with the motivation of faculty, universities, industry, and government to commercialize knowledge that originates within the university setting. The model conceptualizes that the governance and competitiveness of the commercialized knowledge moderate the mode selection and ultimately the performance of academic entrepreneurship. The conceptual and empirical support for the model are derived from a theory-driven synthesis of articles related to academic entrepreneurship.

In the late 1960s and early 1970s, disability rights found a place on the U.S. policy agenda. However, it did not do so because social movement groups pressured political elites or because politicians were responding to changes in public preferences. Drawing from recent work in neo-institutionalism and social movements, namely the theory of strategic action fields, I posit that exogenous shocks in the 1960s caused a disability policy monopoly to collapse giving way to a new policy community. Using original longitudinal data on congressional committees, hearings, bills, and laws, as well as data from the Policy Agendas Project, I demonstrate the ways in which entrepreneurs pursued a new policy image of rights within a context of increasing committee involvement, issue complexity, and space on the policy agenda, and the consequences this had on policy.