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The governmental public health workforce provides essential public health services to communities from public health agencies operations at the local, state, and federal levels of government. The roles and duties of public health workers range from infectious disease tracking and control to healthy eating promotion to checking food service establishments for safety. Unfortunately, most of the time, the general public is unaware of, and unconcerned with, public health’s primary mission of disease prevention. This behind-the-scenes, service-oriented workforce has responded to the COVID-19 pandemic by working long hours, extra days, and ever-changing job roles, all while becoming targets of political attacks and enduring substantially elevated psychological distress and burnout. Though this workforce is not well enumerated, existing studies indicate that public health workers face higher anxiety, depression, post-traumatic stress disorder, and burnout than other frontline healthcare workers during the COVID-19 pandemic response. Several strategies have been suggested to address these vulnerabilities, including increasing the amount and stability of available funding, implementing organizational-level policies and programming to boost resilience, and providing individual-level social support, both instrumental and emotional, to protect against burnout and other psychological distresses.

Post-crisis policy measures in Asia have focussed on banking sector and market reform. The paper argues that in order to propel growth, banking and market reform in Asia must be undertaken with the view that they are not mutually exclusive competitive tradeoffs. Rather banks and markets must be viewed as complementary supportive pillars in a financial system. Additionally, legal and functional reform must be undertaken simultaneously. The paper proposes that a likely consequence of doing so will enable creating a four-pillared multi-dimensional growth paradigm in the region to help restore and promote growth.

Argues that the distinction between the two distinct, but interrelated areas of management in international trade is not neat – exporters being differentiated from the international marketer by the foreign, or alien, nature of his products in the market sought, while the international marketer can eliminate this in many circumstances. Highlights the Ford Motor Company, with manufacturing capability in a number of countries, exclusive distributorships and distinctive, national promotional policies as a multinational. States that smaller firms' options are restricted by comparison – particularly with regard to overseas entrepreneurs. Discusses further the reasons for trading overseas and gives four distinct phases for this. Looks at management and export marketing, stating that UK industry has had to face competition with lower costings in areas from textiles to commercial vehicles and tyres. Sums up that while international trade poses recurrent issues for marketing management a stock of knowledge exists which aids the solving of problems pertaining to the issues posed.

Political risk is a complex phenomenon. This complexity has incentivized scholars to take a piecemeal approach to understanding it. Nearly all scholarship has targeted a single type of political risk (expropriation) and, within this risk, a single type of firm (MNCs) and a single type of strategic mechanism through which that risk may be mitigated (entry mode). Yet “political risk” is actually a collection of multiple distinct risks that affect the full spectrum of foreign firms, and these firms vary widely in their capabilities for resisting and evading these risks. We offer a unified theoretical model that can simultaneously analyze: the three main types of political risk (war, expropriation, and transfer restrictions); the universe of private foreign investors (direct investors, portfolio equity investors, portfolio debt investors, and commercial banks); heterogeneity in government constraints; and the three most relevant strategic capabilities (information, exit, and resistance). We leverage the variance among foreign investors to identify effective firm strategies to manage political risk. By employing a simultaneous and unified model of political risk, we also find counterintuitive insights on the way governments trade off between risks and how investors use other investors as risk shields.

The instability of the relationships which Export Management Companies have with their Manufacturer‐Suppliers is, perhaps, the most pressing problem which the EMCs have in their long‐term development as viable export marketing channel entities. Three different variables were empirically tested as possibly affecting the stability of EMC/M‐S relationships: (1) the “operating arrangement” which the EMC has with the M‐S; (2) whether or not the EMC “takes title” to products which it markets abroad; and (3) the size of a given M‐S's export sales generated by the EMC. All three variables were shown to affect the stability of the EMC/M‐S dyadic relationship.

The paper aims to examine how not communicating stakeholders' expectations through marketing results in mis‐targeting. It also aims to suggest that, when non‐profit managers do not succeed in capturing stakeholders' definitions of performance, marketing is ineffective and may even result in decreased support for organisational goals.

Surveys were administered to managers from a sample of 135 non‐profits in Israel with a 63 per cent return rate.

The findings suggest that marketing practices have a differential effect on public/private stakeholders; and the effect of marketing on performance increases when targeting public stakeholders, but negatively affects performance when targeting private stakeholders. These results suggest that not properly communicating funders' expectations is the cause for the ineffective use of marketing in non‐profit organisations (NPOs).

Marketing may have both positive and negative effects on performance but attention should be addressed to the differences of marketing targets in order to fit between marketing techniques and marketing targets.

The results highlight the importance of a professional approach to marketing practices in NPOs that consider the diversity of stakeholders in expectations and definitions of performance.

This is the first paper that examines the reasons why marketing has not been a successful means to increase performance in non‐profit settings.

The purpose of the paper is to explore the initial coin offering (ICO) statements as “soft law” instrument used to regulate disruptive innovations.

The research is based on the qualitative content analysis of 40 ICO statements issued by regulators in 37 countries by applying a custom-made coding table.

The research shows that “soft law” is used predominantly by high-capacity jurisdictions. “Soft law” allows for more flexibility and less technological and business neutrality. The findings also show the contradiction between empirical evidence and public sentiment: it seems that the widespread notion that virtual currencies have connotations with money laundering/financing of terrorism (ML/FT) is not shared by the regulators, who are more concerned by the fraud. Finally, it was found that the standard-setting bodies are lagging behind in providing guidance on the emergence technologies.

The content analysis is based on 40 statements, which is a limited set of data. The method might be subject to interpersonal bias, although arrangements were made to ensure the uniformity of coding process.

The findings imply that soft law is an attractive risk-mitigation tool when the object of regulation is still evolving but the risks are present. Soft law also might contradict with the “technology and business neutrality” principle which requires further research. Finally, the findings show the need for more active involvement of the standard setting bodies.

This is the first in-depth research of the ICO-related statements as “soft law” instruments. It also offers a new perspective on the issue of financial innovations regulation.