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The addition of products to the core of matches by professional sports teams (PSTs) has received much coverage. However, there has been limited work as to how their stadiums are used to stage non-sporting events. The purpose of this paper is to investigate how clubs in the English Football League (EFL) use their venues to diversify into other markets.

Secondary sources were used to categorise the teams who played in the EFL by: average division turnover, stadium capacity and stadium age. Semi-structured interviews were held with a member of the commercial teams of 21 clubs.

Clubs use their stadiums to supply a range of products and working with partners is commonplace. These products are targeted at a range of stakeholders, such as supporters, the local community and regionally based organisations. In addition to their own efforts, increased geographical coverage for clubs usually develops in three ways: via internal marketing by local organisations who use the facilities, agents who market the stadium for the club and the EFL who market the league/clubs holistically.

The use of a stadium allows PSTs to diversify by providing new products for new markets. In this instance it has led to the development of capabilities in areas such as conferencing, funerals and weddings.

This is one of the first papers to examine the capabilities developed by PSTs that lie outside the staging of matches.

Visiting cathedrals is one form of cultural tourism. The motivations of these visits are of worldly nature. Cultural heritage and architecture are the main points of attraction. However, on the spot visitors are usually touched by religious feelings.

This chapter provides a conceptual framework for inclusive education for learners with low-incidence disabilities grounded in the argument that increased access and participation in socially valued roles, activities, and settings are both the most fundamental goals of the inclusive education process and also the primary means in which these goals are achieved. By challenging traditional views of learning development as merely the acquisition of skills, the proposed framework largely considers the social contexts in which the development of new skills takes place. Through the presentation of three case illustrations, the authors describe ways in which the framework may be relevant to designing and evaluating programs of inclusive education that are responsive to the needs of diverse communities, including those in a variety of international contexts.

Drawing on the literature regarding the social network and stock investment, this paper aims to focus on the use of the social network on stock ownership decisions at individual levels. This paper also attempts to shed light on potential mediators of the relationship between the social network and stock ownership.

To determine the relationship between stock ownership and using the social network, logistic regression was used. In order to isolate the effect of using hs on stock ownership, a decomposing method was adopted.

The findings provide evidence of the positive contribution of the use of social networks in stock ownership. Personal characteristics, such as household net worth, homeownership, education level and risk tolerance, may play a vital role in influencing individuals' decisions regarding stock investment. In addition, this study contributes to our understanding of income's mediating role in stock investment decisions.

First, the authors contribute theoretically by drawing from the assumptions of social networking contagion theory, social influence theory, and social capital theory. Second, we explored potential mediators of the relationship between the social network and stock ownership. Third, this study complements the literature in incorporating the social network in business, financial professionals to be exact.

This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.

Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”

Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.

The business sector plays a major role in achieving comprehensive economic development goals in emerging economies. Consequently, the effects of business responses to the COVID-19 pandemic are receiving increasing research attention from an organizational management development perspective. This article aims to examine the role of leadership in charting the course in an extraordinary crisis context.

Using institutional leadership theory, leadership contingency theory and dynamic leadership capability theory, the authors present a research framework that defines macrochallenges and organizational level responses and outcomes. The article adopts a case study approach, which includes the identification of four target companies and conducting in-depth interviews with senior management professionals within those companies at different time periods.

Based on the interviews, the steps that Indian companies adopted to respond to the COVID-19 challenge are identified. Expanding the insight from the case study, the findings suggest that although feeling overwhelmed at first, organizational leaders combine prudent (i.e. timely and speedy actions for survival first) and bold (i.e. future envisioning for expansion and growth) actions enabling these firms to weather two waves of the COVID-19 pandemic in India.

These multiple case studies are unique in exploring MNEs from different industries. This study also highlights the dynamic relationships between leadership practices, risk management strategies and performance outcomes based on a sound theoretical model and rigorous study methods.

The experimental parliamentary subsidy on knights' fees and freehold incomes from lands and rents of 1431 was the only English direct lay tax of the Middle Ages which broke down. As such, this subsidy has a clear historiographical significance, yet previous scholars have tended to overlook it on the grounds that parliament's annulment act of 1432 mandated the destruction of all fiscal administrative evidence. Many county assessments from 1431–1432 do, however, survive and are examined for the first time in this article as part of a detailed assessment of the fiscal and administrative context of the knights' fees and incomes tax. This impost constituted a royal response to excess expenditures associated with Henry VI's “Coronation Expedition” of 1429–1431, the scale of which marked a decisive break from the fiscal-military strategy of the 1420s. Widespread confusion regarding whether taxpayers ought to pay the feudal or the non-feudal component of the 1431 subsidy characterized its botched administration. Industrial scale under-assessment, moreover, emerged as a serious problem. Officials' attempts to provide a measure of fiscal compensation by unlawfully double-assessing many taxpayers served to increase administrative confusion and resulted in parliament's annulment act of 1432. This had serious consequences for the crown's finances, since the regime was saddled with budgetary and debt problems which would ultimately undermine the solvency of the Lancastrian state.

The purpose of this study is to better understand the origins of modern corporate social responsibility. The paper seeks to examine some factors that enabled the new industrial corporation to expand its role in society.

Using institutional theory, this paper describes how some of the institutional characteristics of the modern corporation itself provided some opportunities or challenges in terms of gaining social legitimacy.

The institutional features of the corporation, its technology and management created new demands on the corporation by society. These in turn led to the development of such concepts of corporate social responsibility as: public relations, service, trusteeship, and public welfare.

Future research on social legitimacy should focus on demands placed by the institutional characteristics of new organizations. Other research might include comparative studies of corporate legitimacy in Europe or Asia or an examination of the evolving role of managers from the role of welfare capitalist to trusteeship.

Institutions that adapt to changing demands have the best chance to survive. Firms that adopt new social activities are likely to have to sustain them in the long run.

This study is the first to argue that the features of the modern corporation itself stimulated some of the social activities it undertook. Contributions of scientific management scholars to the shaping of the emerging corporate role are also noted.

The purpose of this paper is to propose a framework to support decision-makers in selecting information systems (ISs) and knowledge management systems (KMSs), by taking into consideration factors and perspectives which influence the choice.

The framework has been built on a hierarchical structure, where selection criteria and sub-criteria are defined and compared, and where alternatives are established and evaluated according to the software market trends. The application of the framework to an empirical study in two leading organizations in Jordan is provided as a validation of the proposed framework.

The paper presents and applies a methodological framework, based on the analytic hierarchy process approach, to support decision-makers in the choice and in the implementation of an IS.

Future research could address the implementation of the framework within a selected industry. Successively, the framework could be utilized to make a comparison among the selected KMSs of more organizations.

The framework is innovative in so far it can be practicably implemented in every business context, as criteria and sub-criteria cover most of the needs of any organization. It can therefore be considered as a holistic approach for supporting decision-makers in the selection process of an IS.