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Raise awareness about the disproportionate impact of HIV and hepatitis C (HCV) on prisoners worldwide and the need for key harm reduction services such as needle and syringe programmes and opioid substitution therapy in prisons offer practical recommendations to assist policy makers in implementing or scaling up these services. The paper aims to discuss these issues.

This study is a desk review of existing data and evidence on HIV, HCV and harm reduction in prisons, analysis of political barriers and formulation of key policy recommendations.

Harm reduction works, yet service provision in prisons remains extremely limited. There is an urgent need for governments to enhance political leadership and funding for harm reduction in prisons. Authorities must also work to remove obstacles to the implementation of harm reduction services in prisons, enhance the monitoring and evaluation of laws, policies and programmes relating to HIV, HCV and drugs in prison settings, and recognise access to harm reduction in prisons as a fundamental human right. Until these obstacles are addressed, the world will not meet the Sustainable Development Goal of eradicating HIV and HCV by 2030.

More than just a desk review, this policy brief provides a political analysis of the harm reduction crisis in prisons and offers clear-cut recommendations for policy makers.

The intersection between drug control and the death penalty represents a key nexus for human rights and drug reform advocacy and constitutes one of the most visible examples of the link between abusive law enforcement and drug control in the current period. The issue has emerged as a flashpoint of international debates on drugs and is one that raises important questions and challenges for both ‘abolitionist’ countries that oppose the death penalty and ‘retentionist’ States that continue to execute people. The death penalty for drug offences cannot be dismissed as simply an internal matter for States. Not only do executions for drug offences violate significant international human rights legal protections, domestic capital punishment laws in many cases cannot be separated from the influence of the international drug control treaty regime. This chapter will explore the question of the death penalty for drug offences and the challenges it presents for the international drug control regime more broadly.¹

Despite the pervasiveness of teen-targeted food advertising on social media, little is known about the persuasive elements (or power) found within those ads. This research study aims to engage with the concept of “visual style” to explore the range of visual techniques used in Instagram food marketing to teenagers.

A participatory study was conducted with 57 teenagers, who used a specially designed mobile app to capture images of the teen-targeted food marketing they encountered for seven days. A visual thematic analysis was used to assess and classify the advertisements that participants captured from Instagram and specifically tagged with “visual style”.

A total of 142 food advertisements from Instagram were tagged with visual style, and classified into five main styles: Bold Focus, Bespoke, Absurd, Everyday and Sensory.

This study contributes to an improved understanding about how the visual is used as a marketing technique to capture teenagers’ attention, contributing to the persuasive power of marketing messages.

Food marketing is a significant part of the young consumer’s marketplace, and this study provides new insight into the sophisticated nature of such marketing – revealing the visual styles used to capture the attention of its brand-aware audience.

Generation Z comprises the newest cohort to enter the workforce, and they not content to be the Millennials’ younger sibling. Born between 1997 and 2012, Gen Z’s identity is shaped by being the first generation to come into a post-9/11 world, by the effects of the Great Recession on their parents’ and families’ economic well-being, by the proliferation of technology and social media, by the specter of school shootings and violence, and by the current period of reckoning with past and present racial injustice. The defining moment for this generation, however, is entering adulthood during or in the wake of a global pandemic that significantly changed both education and industry. The confluence of this new generation of career entrants, the dramatically shifting job forms and careers (e.g., contingent work and the gig economy), and the post-COVID landscape of work provides a rich and compelling research agenda for management and human resource management as Gen Z enters workplace and progresses through their careers. Little academic research has examined this generation and its complexity, but the business community is very interested in preparing for the influx of Gen Z into their organizations and as consumers. Gen Z is diverse, global, and mobile. They are defined by their almost symbiotic relationship with technology, but surprisingly desire in-person connection. This generation was hard hit by the COVID-19 pandemic, in their education, finances, relationships, and well-being. They are a generation in flux. Future research directions are explored and presented.

The purpose of this research is to account for the internationalization of restaurants. The conceptual framework of upper echelons theory is applied to identify the demographic determinants of internationalization among chief executive officers (CEOs).

Data from 30 restaurant firms for the period 1999-2013 were collected from a variety of sources, primarily Compustat and Execucomp, based on Standard Industrial Classification (SIC) code 5812, the annual 10-K and public information. A panel feasible generalized least squares model was used as the main instrument of analysis.

The findings indicate that the CEO gender and share ownership negatively affect the internationalization of restaurant companies, whereas size, the extent of franchising, the type of restaurant and stock options positively affect the degree of internationalization. Additionally, an inverted U-shaped relation exists between CEO tenure and the degree of internationalization.

The presented information may provide shareholders and boards of directors with valuable guidelines regarding the assignment of appropriate managers depending on the extent to which their companies are pursuing internationalization strategies.

Most studies in hospitality sectors have focused only on accounting-based measures to explain strategic decision-making, although proponents of upper echelons theory have argued that CEO attributes influence strategic decisions/changes. This study contributes to the literature on hospitality by identifying the effects of CEO characteristics on internationalization decisions.

In the early days of the COVID-19 pandemic, an area could only report its first positive cases if the infection had spread into the area and if the infection was subsequently detected. A standard probit model does not correctly account for these two distinct latent processes but assumes there is a single underlying process for an observed outcome. A similar issue confounds research on other binary outcomes such as corporate wrongdoing, acquisitions, hiring, and new venture establishments. The bivariate probit model enables empirical analysis of two distinct latent binary processes that jointly produce a single observed binary outcome. One common challenge of applying the bivariate probit model is that it may not converge, especially with smaller sample sizes. We use Monte Carlo simulations to give guidance on the sample characteristics needed to accurately estimate a bivariate probit model. We then demonstrate the use of the bivariate probit to model infection and detection as two distinct processes behind county-level COVID-19 reports in the United States. Finally, we discuss several organizational outcomes that strategy scholars might analyze using the bivariate probit model in future research.

The purpose of this study is to investigate characteristics of apparel-related critical incidents that motivate both Generation Z and Y consumers to share electronic word-of-mouth (eWOM) via specific online channels.

The current research used an exploratory mixed-methods approach.

Qualitative findings of critical incidents revealed that the main situations that led to the spread of eWOM involved new purchases (49%), product quality (21%), pricing and promotions (19%), complaints (9%) and brand content (48%). Participants were motivated to spread information about the critical incidents by a desire to connect with friends and family (83%), help others (37%), influence others (48%) and express brand loyalty (32%). Quantitative results indicated significant relationships between critical incidents, motivations and eWOM channel choice.

This study has theoretical implications for apparel researchers attempting to gain insight into critical incidents that motivate consumers to engage in eWOM on specific channels in a positive or negative manner.

These findings are important for marketers as it appears that brand content does an efficient job at driving engagement on SM; marketers need to increase efforts to engage with consumers via feedback on websites, as this is an opportunity to counteract negative experiences and retain consumers’ loyalty.

To the best of the authors’ knowledge, the current research is the first to extend theories of communication and motivation to connect critical incidents with situational intrinsic and extrinsic motivations for spreading eWOM via online channels for Millennial and Generation Z consumers.

Being successful in a rapidly changing world of work depends upon having very clear insights into the nature of the workforce from top leadership to lowest employee levels. Understanding generational similarities and differences provides a good starting point, as it provides the basis for examining the diversity of generational perspectives and needs and insight and instruction to open the thinking about the diverse population of employees. The purpose of this paper is to explore ways to bridge the five generations that work in today’s workforce.

Human resources has an especially important role to play in employee policy development and implementation, employee relations, performance evaluation, career progression and a wide range of other equally important and complex situations.

While it is important to understand these broad generations, it is critical to engage with the individuals within your organization to better understand their perspectives, what matters most to them and where they see the greatest challenges and opportunities to bridge across generations. This paper explores approaches to take in bridging these generations.

This paper will offer readers valuable insight into managing a multi-generational workforce.