Vol. 21 No. 2 (2020)

Articles

• Is the Bandwagon Bias Effect Theory Driving Institutional Investors Impact on Corporate Social Responsibility (CSR) Practices?

  Louis Osemeke, Nobert Osemeke, Robert O. Okere

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• Practicing Democracy on Wicked Problems Through Deliberation: Essentials for Civic Learning and Student Development

  Alex Jorgensen, Kara Lindaman

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• The Specifics and Importance of Cultural Dimension of the Modern East-West International Business Management and Its Changing Content in Post Virus Pandemic Phase (Some Trends and Observations)

  David Aptsiauri

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• Recommendations to Support Young Children from Australian Military Families: A Report for Policy Makers, Family and Social Workers and Educators

  Marg Rogers

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• The Sarbanes-Oxley Act of 2002: Relationship to Magnitude of Financial Corruption and Corrupt Organizational Cultures

  Mikhail A. Gorshunov, Achilles A. Armenakis, Hubert S. Feild, Brian Vansant

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• A Parsimonious Risk Model to Assist Managers in Deciding When to Close and Reopen Business Premises Based on the Probability of Viral Infection

  Stephen Duchesne, Kingsley Jones

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• Rose’s Turn: How Women in Positions of Political Leadership Handle Terrorism on the Homefront

  Hannah Engber

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• Language Policy and Decolonizing African Education

  Kofi Khepera

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• Exploring the Underlying Impediments to Talent Retention in the Public Service: Experience from Nigeria

  Aminu A. Anas, Ratnesvary Alahakone, Nicholas Perdikis

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• Not Just About the Environment. Case Study of the Solidarity Purchasing Group, in Italy: A Niche of Sustainable Innovation

  Caroline Sanchez

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