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The purpose of this study was to understand perspectives of doctoral students about their compulsory online experience and aspects of their compulsory online experiences which were strongly associated as a result of the COVID-19 pandemic, a disorienting dilemma.

Exploratory descriptive survey research was the approach taken. Notable descriptors and associations were interpreted based on statistical analysis complimented by respondent comments.

Respondents included students who were at various stages of completing their doctoral degree. Overall findings indicated preference for face-to-face classes, the switch to online learning was well-received, primarily as a result of perceptions of quick and supportive communication from doctoral program leadership, strong student and instructor connections, and high-quality collaborative opportunities.

The COVID-19 pandemic represented a disorienting dilemma provoking cognitive dissonance among doctoral students who were compelled to move from a hybrid to a completely online learning model. Fear, anger and discontent induced by broken assumptions were mitigated through shared experiences creating new meaning and habits of mind in the process of adjusting to new expectations. Study results reveal that engagement, collaboration and support among instructors and classmates eased the transformative process transitioning into online learning.

The results of this study provided real-time understanding of students' needs in order to be successful in the quest and persistence of doctoral study online. Though the process of seeking official and state approvals to move the educational leadership doctoral program fully online, program faculty made a series of teaching and program adaptations informed by these results.

Research about doctoral student experiences during a compulsory transition from a hybrid to online delivery model has not been explored and offers original perspective to improve future practice transitioning into online programs for student acceptance, engagement and retention.

The key purpose of this chapter is to identify some ways of enhancing feminist conceptual, empirical, and theoretical work on violence against women. Much attention is given to addressing the harms caused by new electronic forms of woman abuse, including the role of adult Internet pornography and sex robots. This chapter also emphasises the importance of revisiting some major feminist contributions from the past.

States that the major reasons for difficulties in cross‐cultural communication stem from the fact that actors from different cultures have different understandings regarding the interaction process and different styles of dialogue. Suggests that better understanding of communication within other cultures is the key to success. Uses past literature to suggest a number of cultural variability constructs concerning preferred interaction behaviours and the common themes they share. Presents three case studies to illustrate this.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

While it is recognised that the involvement of children in sustainable tourism change and development is crucial the fact remains that information on their worldviews and sustainable tourism behaviour is scarcely available. One long-term empowerment strategy countries and governments around the world can implement is by promoting children's rights through responsible education. This chapter articulates one tactic of that strategy at the local action level of school excursions, which is seen as an instrument that can be made most effective when it is initiated with the assumption that it is needed to help our younger generation acquire an environmental worldview, is harnessed in coalition with collaborators and, applied around the ‘moral’ obligation of educational institutions to provide agency to students' voice. Of the 17 Goals of Sustainable Development, SDG4 (Quality) Education can make a critically important contribution to progress. A series of activities and initiatives undertaken in informal educational environments such as field trips and school excursions can contribute to educating children, building their awareness about responsible and sustainable tourism practices, and developing an environmental sensitivity. Excursion activities and destinations such as museum exhibits have the opportunity to shape identities—through access to objects, information and knowledge. Visitors can see themselves and their culture reflected in ways that encourage new connections, meaning making and learning. Upon looking into transformational experiences in museums it was found that students were easily able to articulate that ‘aha’ moment, particularly around thinking differently about issues and taking action for environmental and sustainable changes.

The purpose of this chapter was to examine the implementation of a flexible work initiative that attempted to challenge two institutionalized precepts of contemporary white-collar workplaces: the gendered ideal worker norm, with its expectation of the primacy of paid work over family and personal life, and the assumption of managerial control over employees’ schedules and work location.

Using ethnographic and interview data, how the Results Only Work Environment (ROWE) was experienced by employees in four different teams within the Best Buy, Co., Inc. corporate headquarters was explored.

Comparing more and less successful implementation across teams, results suggested that collective institutional work is required for the emergence of new norms, expectations, and legitimated practices. Findings indicated that managers’ task-specific knowledge – their deep experience with the tasks that the team is charged with completing – is a structural condition that facilitates managers’ trust in employees and encourages team experimentation with new practices.

Data for this study was limited to one organization and four teams. Future research should include similar organizational change efforts in other organizations and in larger teams.

These findings may promote a better understanding, among researchers and practitioners, of the importance of manager knowledge and background and how this appears to be key to achieving institutional change.

This research is an example of an innovative approach to workplace flexibility and applies an institutional theory lens to investigate variation in the implementation of organizational change.