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Abusive Supervision
Ann Peng, Rebecca Mitchell, and John M. Schaubroeck
In recent years scholars of abusive supervision have expanded the scope of outcomes examined and have advanced new psychological and social processes to account for these and other outcomes. Besides the commonly used relational theories such as justice theory and social exchange theory, recent studies have more frequently drawn from theories about emotion to describe how abusive supervision influences the behavior, attitudes, and well-being of both the victims and the perpetrators. In addition, an increasing number of studies have examined the antecedents of abusive supervision. The studied antecedents include personality, behavioral, and situational characteristics of the supervisors and/or the subordinates. Studies have reported how characteristics of the supervisor and that of the focal victim interact to determining abuse frequency. Formerly postulated outcomes of abusive supervision (e.g., subordinate performance) have also been identified as antecedents of abusive supervision. This points to a need to model dynamic and mutually reciprocal processes between leader abusive behavior and follower responses with longitudinal data. Moreover, extending prior research that has exclusively focused on the victim's perspective, scholars have started to take the supervisor's perspective and the lens of third-parties, such as victims' coworkers, to understand the broad impact of abusive supervision. Finally, a small number of studies have started to model abusive supervision as a multilevel phenomenon. These studies have examined a group aggregated measure of abusive supervision, examining its influence as an antecedent of individual level outcomes and as a moderator of relationships between individuals' experiences of abusive supervision and personal outcomes. More research could be devoted to establishing the causal effects of abusive supervision and to developing organizational interventions to reduce abusive supervision.
Academic Integrity
Tracey Bretag
Academic integrity is an interdisciplinary concept that provides the foundation for every aspect and all levels of education. The term evokes strong emotions in teachers, researchers, and students—not least because it is usually associated with negative behaviors. When considering academic integrity, the discussion tends to revolve around cheating, plagiarism, dishonesty, fraud, and other academic malpractice and how best to prevent these behaviors. A more productive approach entails a focus on promoting the positive values of honesty, trust, fairness, respect, responsibility, and courage (International Center for Academic Integrity, 2013) as the intrinsically motivated drivers for ethical academic practice. Academic integrity is much more than "a student issue" and requires commitment from all stakeholders in the academic community, including undergraduate and postgraduate students, teachers, established researchers, senior managers, policymakers, support staff, and administrators.
Accounting Narratives
Tracey J. Riley and Alex C. Yen
Although accounting is typically seen as a numbers-oriented discipline, with an emphasis on quantifying economic events and activity, the nexus of language and accounting, specifically the role of language in communicating corporate accounting results, has received an increasing amount of attention in recent years. This is because quantified accounting results (e.g., earnings per share, sales revenue) are rarely communicated in isolation. Rather, they are usually accompanied by a non-quantitative narrative, such as an earnings press release, a corporate annual report, or the president's letter, which, along with conference calls and content at corporate websites, we collectively refer to as "accounting narratives." These narratives allow management to elaborate on and contextualize the financial performance of the company. However, because they are not as extensively regulated as the financial statements and are not standardized, these narratives can also be used by companies for impression-management purposes, to obfuscate (poor) performance and to "spin" the financial results to the companies' favor.
Research into accounting narratives dates back to 1952 and has focused on a wide variety of features of narratives and on how those features affect financial statement readers' (most notably, investors') reactions. The earliest studies focused on accounting narratives' readability by performing a syntactic analysis to assess the cognitive difficulty of written passages. This line of research has found that accounting narratives are syntactically complex and difficult to read and that management intentionally makes bad news less readable in order to strain the readers' cognitive processes and lead to lower comprehension of the bad news. In addition to this evidence of obfuscation, researchers have found support for managers engaging in attributional framing, which is the tendency to attribute positive outcomes to actions within the company and negative outcomes to actions external to the company (e.g., the government or the weather) in an effort to influence readers' perception of good versus bad news. More recently, researchers have found that managers use syntactic (sentence structure), semantic (word meaning), and metasemantic (abstract versus concrete construal) manipulation and make broad stylistic choices such as emphasis, length, and scenario form. In terms of how those features affect the readers of the narratives, readers (most notably, investors) have been shown to respond to length and readability; level of negativity; words pertaining to risk, uncertainty, credibility, commitment, and responsibility; justifications of excuses of poor performance; optimistic and pessimistic tone; vivid versus pallid language; internal versus external attributions; and use of self-references.
The Adaptive Organization and Fast-Slow Systems
Torben Juul Andersen and Carina Antonia Hallin
Contemporary organizations operate under turbulent business conditions and must adapt their strategies to ongoing changes. Sustainable performance can be achieved when the organization engages in interactive processes that link emerging opportunities to forward-looking analytics. But few organizations are able to practice this consistently. Fast processes performed by managers at the frontline respond to ongoing environmental stimuli and slow processes initiated by managers at the center interpret events and reasons about updated strategic actions. Current experiential insights from the fast processes can be aggregated systematically to inform the slow processes of reasoning. When the fast and slow processes interact they can form a dynamic system that adapts organizational activities to changing conditions.
Advances in Team Creativity Research
Lucy L. Gilson, Yuna S. H. Lee, and Robert C. Litchfield
Although creativity research has historically focused on individuals, with more and more employees working in teams, researchers have started to explore the construct of team creativity. Rather than a comprehensive review, this article takes an in-depth look at the most recent team creativity research. To do this, key themes and trends are discussed, which are then tied back to prior reviews, and new avenues for future research are proposed. Team creativity is a challenging construct because it can be conceptualized as both an outcome and a process, and there is no clear definition of either. When considering team creativity as an outcome, research has employed both complex mediation models as well as a more nuanced examination of moderating variables and constructs that may strengthen or attenuate the effects of relationships related to team creativity. This growing avenue of research recognizes the variability in team creativity that is possible in different circumstances and contexts, and seeks to identify what drives different outcomes. These approaches also acknowledge that team creativity is not guaranteed even when enabling conditions are in place, and that other variables may exert forces in different ways.
The recognition that team creativity is unlikely to be the simple sum of members' creative processes is becoming very apparent, with researchers examining ways of encouraging, fostering, and sustaining creativity in teams over time. Researchers have also recognized that team creativity is more likely to unfurl over time as a process, rather than a discrete point-in-time event. To this end, the key areas examined are the roles of member diversity and leadership. For diversity, racio-ethno, cultural, gender, age, political orientation, and diversity training have all been examined. For leadership, the focus has shifted away from the more traditional transformational theories and to newer constructs such as humility, ethical and shared leadership, as well as what it means to have an ideational leader who facilitates idea generation. Taken together, what the most recent research tells us is that creativity in teams remains a growing and evolving area of inquiry. While no longer unexplored, much remains to be clarified such as the barriers to effective team creativity, and practices that may help transcend these barriers. A lot of promising areas for future research are highlighted, which will become more important as workplaces pivot toward cultivating team creativity in a systematic and intentional way.
Agency Theory in Business and Management Research
G. Tyge Payne and Oleg V. Petrenko
Agency theory is one the most prominent theoretical perspectives utilized in business and management research. Agency theory argues—using fundamental assumptions that agents are: (a) self-interested, (b) boundedly rational, and (c) different from principals in their goals and risk-taking preferences—that a problem occurs when one party (a principal) employs another (an agent) to make decisions and act in their stead. Essentially, the value of a principal-agent relationship is not optimized because the two contracted parties may have different interests and information is asymmetric (not equal). Agency costs are the result of principal and agent conflicts of interest and disagreements regarding actions that are taken. As such, monitoring and incentive-alignment systems are used to curb costs associated with opportunist behavior.
Agency theory is commonly utilized to understand and explain corporate governance phenomena, including executive incentive alignment, board monitoring, and control of top managers; this strand of the literature is founded in economics and represents the bulk of the research in business and management. However, other important principal-agent relationships are commonly seen in business and society, such as with politicians/voters, brokers/investors, and lawyers/clients, and have benefited from the vast stream of research that has explored the principal-agent relationship in various forms and contexts. Also, alternative theoretical perspectives have emerged to accommodate variations of the principal-agent relationship. Namely, principal-principal agency, behavioral agency, and stewardship theories are prominent alternative theories that challenge, expand, or relax the basic assumptions of the classic theory to extend our understanding of important relationships and mechanisms in business and management.
The Antecedents and Outcomes of Heteronormativity in Organizations
Oscar Holmes IV
Despite the term being coined in the early 1990s, heteronormativity is a longstanding and enduring hierarchical social system that identifies heterosexuality as the standard sexuality and normalizes gender-specific behaviors and roles for men, women, and transgender and non-binary individuals. As a system, it defines and enforces beliefs and practices about what is 'normal' in everyday life. Although there are many factors that shape heteronormative beliefs and attitudes, religion, the government, education, and workplaces are the principal macro-level factors that normalize and institutionalize heteronormative beliefs and attitudes. These institutions contribute an outsize influence on the perpetuation of heteronormativity in society because these institutions create and inculcate the norms and standards of what are and are not acceptable values, attitudes, beliefs, and behaviors in our society. As such, in order to create effective interventions to eliminate the negative outcomes of heteronormativity, particular attention should be paid to each of these institutions. Parents, relatives, and other adults contribute to the normalization and institutionalization of heteronormativity at the individual- or micro-level. Although some people benefit from the system of heteronormativity (mainly heterosexual cisgender conforming men), much of the research on heteronormativity focuses on the negative outcomes. Heteronormativity is responsible for a host of pernicious outcomes such as lower self-esteem, job satisfaction, and organizational commitment, and greater rates of suicide ideation, verbal and physical abuse, and workplace mistreatment and discrimination. Future research should investigate identify effective micro- and macro-level interventions that could mitigate or eliminate the negative effects of heteronormativity.
Appropriation of Value from Competitive Advantages
Andy El-Zayaty and Russell Coff
Many discussions of the creation and appropriation of value stop at the firm level. Imperfections in the market allow for a firm to gain competitive advantage, thereby appropriating rents from the market. What has often been overlooked is the continued process of appropriation within firms by parties ranging from shareholders to managers to employees. Porter's "five forces" model and the resource-based view of the firm laid out the determinants of value creation at the firm level, but it was left to others to explore the onward distribution of that value. Many strategic management and strategic human capital scholars have explored the manner in which employees and managers use their bargaining power vis-à-vis the firm to appropriate value—sometimes in a manner that may not align with the interests of shareholders. In addition, cooperative game theorists provided unique insights into the way in which parties divide firm surplus among each other. Ultimately, the creation of value is merely the beginning of a complex, multiparty process of bargaining and competition for the rights to claim rents.
The Arts and the Art and Science of Management Teaching
Joan V. Gallos
The arts have played a major role in the development of management theory, practice, and education; and artists' competencies like creativity, inventiveness, aesthetic appreciation, and a design mindset are increasingly vital for individual and organizational success in a competitive global world. The arts have long been used in teaching to: (a) explore human nature and social structures; (b) facilitate cognitive, socioemotional, and behavioral growth; (c) translate theory into action; (d) provide opportunities for professional development; and (e) enhance individual and systemic creativity and capacities for change. Use of literature and films are curricular mainstays. A review of the history of the arts in management teaching and learning illustrates how the arts have expanded our ways of knowing and defining managerial and leadership effectiveness—and the competencies and training necessary for them.
The scholarship of management teaching is large, primarily 'how-to' teaching designs and the assessments of them. There is a clear need to expand the research on how and why the arts are and can be used more effectively to educate professionals, enable business growth and new product development, facilitate collaboration and team building, and bring innovative solutions to complex ideas. Research priorities include: the systematic assessments of the state of arts-based management teaching and learning; explorations of stakeholder attitudes and of environmental forces contributing to current educational models and practices; analyses of the learning impact of various pedagogical methods and designs; examining the unique role of the arts in professional education and, especially, in teaching for effective action; mining critical research from education, psychology, creativity studies, and other relevant disciplines to strengthen management teaching and learning; and probing how to teach complex skills like innovative thinking and creativity. Research on new roles and uses for the arts provide a foundation for a creative revisiting of 21st-century management education and training.
Assessing the State of Top Management Teams Research
Steven A. Stewart and Allen C. Amason
Since the earliest days of strategic management research, scholars have sought to measure and model the effects of top managers on organizational performance. A watershed moment in this effort came with the 1984 introduction of Hambrick and Mason's upper echelon view and their contention that firms are a reflection of their top management teams (TMT). An explosion of research followed and hundreds, if not thousands, of manuscripts have since been published on the subject. While a number of excellent reviews of this extensive literature exist, a relative few have asked questions about the overall state and future of the field. We undertook this assessment in an effort to answer some key questions. Are we still making progress on the big questions that gave rise to the upper echelon view, or have we reached a point of diminishing returns with this stream of research? If we are at an inflection point, what are the issues that should drive future inquiry about top management teams?
Assessment for Learning in Management Education: A Practical Perspective
Sally Brown
Good assessment and feedback are essential for high student achievement, retention, and satisfaction in contemporary higher education, and adopting a fit-for-purpose approach that emphasizes assessment for learning can have a significant impact, but it is a complex and highly nuanced process so needs careful and research-informed design principles. Here the crucial importance of assessment in contemporary higher education pedagogy is considered, the key principles of good assessment are reviewed, and some suggestions are made for a framework to effectively interrogate individual practice with a view to continuous improvement.
Additionally, different means of offering feedback can help students to get the measure of their learning and point them toward future enhancement strategies but must be achieved in ways that are manageable for all stakeholders. Taxing questions are provided here for use by curriculum designers and all those who deliver and assess it enabling them to draw together key issues into a workable framework for assessment enhancement.
Board Interlocks and Diversification Strategies
Christine Shropshire
The board of directors serves multiple corporate governance functions, including monitoring management, providing oversight on strategic issues, and linking the organization to the broader external environment. Researchers have become increasingly interested in board interlocks and how content transmitted via these linkages shapes firm outcomes, such as corporate structure and strategies. As influential mechanisms to manage environmental uncertainty and facilitate information exchange, Board interlocks are created by directors who are affiliated with more than one firm via employment or board service and allow the board to capture a diversity of strategic experiences. One critical corporate decision that may be influenced by interlocks and strategic diffusion is diversification (i.e., in which products and markets to compete). Directors draw on their own experiences with diversification strategies at other firms to help guide and manage ongoing strategic decision-making. There is broad scholarship on interlocks and the individuals who create them, with extant research reporting that some firms are more likely to imitate or learn from their interlock partners than others. Prior findings suggest that the conditions under which information is transmitted via interlock, such as an individual director's experience with diversification strategies at other firms, may make that information more influential to the focal firm's own strategic decision-making related to diversification. A more holistic framework captures factors related to the individual interlocking director, the board and firm overall and the context surrounding these linkages and relationships, helping to promote future research. Understanding the social context surrounding board interlocks offers opportunities to more deeply examine how these interconnections serve in pursuit of the board's fundamental purpose of protecting shareholder investment from managerial self-interest. Overall, integrating multi-level factors will offer new insights into the influence of board interlocks on firm strategies on both sides of the partnership. Expanding knowledge of how inter-firm linkages transmit knowledge influential to board decision-making can also improve our understanding of board effectiveness and corporate governance.
Bureaucracy to Postbureaucracy: The Consequences of Political Failures
Mallory E. Compton and Kenneth J. Meier
Pathologies inherent in democratic political systems have consequences for bureaucracy, and they need to be examined. Limited in time, resources, and expertise, elected officials turn to bureaucratic institutions to carry out policy goals but all too often give public agencies too little support or too few resources to implement them effectively. In response to the challenges imposed by politics, public agencies have sought organizational solutions. Bureaucracies facing shortages of material resources, clear goals, representation of minority interests, or public trust have in recent decades adopted less hierarchical structures, exploited networks and privatization, and taken a representative role. In other words, the evolution of postbureaucratic governance institutions is in part a consequence of political incentives. Efforts to diagnose and resolve many of the shortcomings attributed to bureaucracy therefore require an accounting of the political processes shaping the context in which public managers and bureaucrats operate.
Business Groups as an Organizational Model
Asli M. Colpan and Alvaro Cuervo-Cazurra
Business groups are an organizational model in which collections of legally independent firms bounded together with formal and informal ties use collaborative arrangements to enhance their collective welfare. Among the different varieties of business groups, diversified business groups that exhibit unrelated product diversification under central control, and often containing chains of publicly listed firms, are the most-studied type in the management literature. The reason is that they challenge two traditionally held assumptions. First, broad and especially unrelated diversification have a negative impact on performance, and thus business groups should focus on a narrow scope of related businesses. Second, such diversification is only sustainable in emerging economies in which market and institutional underdevelopment are more common and where business groups can provide a solution to such imperfections. However, a historical perspective indicates that diversified business groups are a long-lived organizational model and are present in emerging and advanced economies, illustrating how business groups adapt to different market and institutional settings. This evolutionary approach also highlights the importance of going beyond diversification when studying business groups and redirecting studies toward the evolution of the group structure, their internal administrative mechanisms, and other strategic actions beyond diversification such as internationalization.
Career Development and Organizational Support
Melinde Coetzee
The complexity of modern careers requires personal agency in managing career development and employability capital as personal resources for career success. Individuals' employability capital also serves as a valuable resource for the sustainable performance of organizations. Individuals' ability to proactively engage in career self-management behaviors through the use of a comprehensive range of self-regulatory capabilities, known as career metacapacities, contributes to their employability capital. Organizational career development supports initiatives that consider individuals' proactivity in light of conditions that influence their motivational states, and availability of personal resources helps organizations benefit from individuals who bring information, knowledge, capacities, and relationship networks (i.e., employability capital) into their work that ultimately contribute to the organization's capability to sustain performance in uncertain, highly competitive business markets. Career development support practices should embrace the individualization of modern-day careers, the need for whole-life management, and the multiple meanings that career success has for individuals.
Case Study Research: A State-of-the-Art Perspective
Eric Volmar and Kathleen M. Eisenhardt
Theory building from case studies is a research strategy that combines grounded theory building with case studies. Its purpose is to develop novel, accurate, parsimonious, and robust theory that emerges from and is grounded in data. Case research is well-suited to address "big picture" theoretical gaps and dilemmas, particularly when existing theory is inadequate. Further, this research strategy is particularly useful for answering questions of "how" through its deep and longitudinal immersion in a focal phenomenon. The process of conducting case study research includes a thorough literature review to identify an appropriate and compelling research question, a rigorous study design that involves artful theoretical sampling, rich and complete data collection from multiple sources, and a creative yet systematic grounded theory building process to analyze the cases and build emergent theory about significant phenomena. Rigorous theory building case research is fundamentally centered on strong emergent theory with precise theoretical logic and robust grounding in empirical data. Not surprisingly then, theory building case research is disproportionately represented among the most highly cited and award-winning research.
Cluster Evolution
Nydia MacGregor and Tammy L. Madsen
A substantial volume of research in economic geography, organization theory, and strategy examines the geographic concentration of interconnected firms, industries, and institutions. Theoretical and empirical work has named a host of agglomeration advantages (and disadvantages) with much agreement on the significance of clusters for firms, innovation, and regional growth. The core assertion of this vein of research is that geographically concentrated factors of production create self-reinforcing benefits, yielding increasing returns over time. The types of externalities (or agglomeration economies) generally fall into four categories: specialized labor or inputs, knowledge spillovers, diversity of actors and activity, and localized competition. Arising from multiple sources, each of these externalities attracts new and established firms and skilled workers.
Along with recent advancements in evolution economics, newer research embraces the idea that the agglomeration mechanisms that benefit clusters may evolve over time. While some have considered industry and cluster life-cycle approaches, the complex adaptive systems (CAS) theory provides a well-founded framework for developing a theory of cluster evolution for several reasons. In particular, the content and stages of complex adaptive systems directly connect with those of a cluster, comprising its multiple, evolving dimensions and their interplay over time. Importantly, this view emphasizes that the externalities associated with agglomeration may not have stable effects, and thus, what fosters advantage in a cluster will change as the cluster evolves. Furthermore, by including a cluster's degree of resilience and ability for renewal, the CAS lens addresses two significant attributes absent from cyclical approaches.
Related research in various disciplines may further contribute to our understanding of cluster evolution. Studies of regional resilience (usually focused on a specific spatial unit rather than its industrial sectors) may correspond to the reorganization phase associated with clusters viewed as complex adaptive systems. In a similar vein, examining the shifting temporal dynamics and development trajectories resulting from discontinuous shocks may explain a cluster's emergence and ultimate long-term renewal. Finally, the strain of research examining the relationship between policy initiatives and cluster development remains sparse. To offer the greatest theoretical and empirical traction, future research should examine policy outcomes aligned with specific stages of cluster evolution and include the relevant levels and scope of analysis. In sum, there is ample opportunity to further explore the complexities and interactions among firms, industries, networks, and institutions evident across the whole of a cluster's evolution.
Michael Dowling
Ray Noorda, the former CEO of Novell Inc., first coined the term "coopetition" in 1992 to describe a common phenomenon in the computer industry: cooperation between competitors. This phenomenon is inconsistent with classical economic and business theory going as far back as Adam Smith, who viewed the production system as based on a separation between suppliers and buyers. Micro-economists have traditionally viewed the firm as buying raw materials and components from suppliers, producing finished goods, and selling those goods in competition with other firms to a different set of firms or consumers. However, starting in the 1990s, research on forms of cooperative relationships between competitors became very common. The most common types are (a) competing firms engaging in horizontal alliances along the same level of the value chain and (b) vertical cooperation along different levels of the value chain between suppliers and firms in the focal industry or between customers and firms.
In the last 25 years, there has been a great increase in research on coopetition. In a systematic literature review conducted in 2014, one researcher found over 130 academic articles in more than 80 academic publications published since 1996. The majority of the research to date has been qualitative, with many cases studied conducted. A number of special issues in academic journals have been devoted to the topic in general or to special topics concerning coopetition. The Strategic Management Journal organized a special issue in 2018 on the interplay of competition and cooperation, and a number of workshops have been held on coopetition strategy and innovation.
Corporate Boards and Performance
Jill Brown
In a new era of corporate governance defined by increasing shareholder empowerment, scrutiny from external stakeholders, and governance failures, there has been a movement toward redefining corporate governance models and the roles of boards. As a result, researchers and practitioners are left wondering what it means to be an effective board, and how a board can operate in the best interests of a firm's stakeholders in this current environment. Exploring the expanded roles and demands of directors grounded in shareholder and director primacy debates, as well as reviewing theories and contingencies that link corporate boards to task, group, firm, and enterprise-level outcomes, a research agenda is identified that might better identify the parameters of board effectiveness.
Corporate Ethics
Thomas Donaldson and Diana C. Robertson
Serious research into corporate ethics is nearly half a century old. Two approaches have dominated research; one is normative, the other empirical. The former, the normative approach, develops theories and norms that are prescriptive, that is, ones that are designed to guide corporate behavior. The latter, the empirical approach, investigates the character and causes of corporate behavior by examining corporate governance structures, policies, corporate relationships, and managerial behavior with the aim of explaining and predicting corporate behavior. Normative research has been led by scholars in the fields of moral philosophy, theology and legal theory. Empirical research has been led by scholars in the fields of sociology, psychology, economics, marketing, finance, and management.
While utilizing distinct methods, the two approaches are symbiotic. Ethical and legal theory are irrelevant without factual context. Similarly, empirical theories are sterile unless translated into corporate guidance. The following description of the history of research in corporate ethics demonstrates that normative research methods are indispensable tools for empirical inquiry, even as empirical methods are indispensable tools for normative inquiry.


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Great value, hassle-free scheduled servicing.
In a nutshell.
Volkswagen Care Plans1 cover your first 3 or 5 scheduled services and save you between $200 and $1336 off the total Assured Service Pricing RRP.
That means for every 5 year Volkswagen Care Plan, you'll save more than the cost of your first scheduled service.
And it's super convenient. Simply book a service time that suits you at any participating Volkswagen Dealer and the costs are already covered.
Who's eligible.
Buying a new Volkswagen
Anyone buying a new Volkswagen is eligible to purchase a Volkswagen Care Plan1. Ask about bundling your Volkswagen Care Plan with your finance.
Already bought a Volkswagen
If your Volkswagen has not yet had its first scheduled service and is no more than 15 months old with less than 22,500kms on the odometer (with the exception of Volkswagen Crafter models being no more than 30,000kms) you are eligible to purchase a Volkswagen Care Plan1.
Why it's so good.
Save money
Save between $200 to $1336 off the total Assured Service Pricing RRP.
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Pricing is set at today's rates for the life of the plan.
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Ask about including your Volkswagen Care Plan1 with your finance or buy outright.
Volkswagen Care Plans1 are fully transferable, in case you decide to sell your Volkswagen.
Adds value to your vehicle
Enhances the resale value on your Volkswagen.
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- All items in your scheduled service, such as labour, parts and fluids.
- Volkswagen technicians will work on your vehicle and will only use Volkswagen Genuine Parts®.
- All parts come with two years warranty.
- To see a detailed list of Volkswagen's 32-Point Safety and Diagnostic Check click here.
- Volkswagen Roadside Assistance - renewed at each completed scheduled service, for the duration of your Care Plan.
1st Scheduled Service
2nd Scheduled Service
3rd Scheduled Service
4th Scheduled Service
5th Scheduled Service
Simpler. More predictable. Better value.
Whether you choose to pay up front or include with your new vehicle finance - you'll have true peace of mind for your servicing costs. And there's big savings to be had with $200 to $1336 off the total Assured Service Pricing RRP.
To purchase a Volkswagen Care Plan1, simply contact Alto Volkswagen.
Pricing is valid as at 1st July 2019.
1. Volkswagen Care Plan Disclaimer - Volkswagen Care Plans are available at participating Volkswagen Dealers for all models and covers standard items as contained in each scheduled service interval only. These Care Plans can only be purchased prior to the first scheduled service and up to 22,500 km/15 months (whichever occurs first) for all models except Volkswagen Crafter models, which is 30,000 km/15 months (whichever occurs first). The timeframe takes effect from when the vehicle is first reported in our system as 'sold'. Discount structure varies by model.
For details of what is not included in a scheduled service, please refer to the program terms and conditions available here: https://www.volkswagen.com.au/content/dam/vw-ngw/vw_pkw/importers/au/pages/aftersales/Volkswagen-care-plans-terms-conditions.pdf

subset: commoncrawl


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Hi there, we are definitely not Patch. If you think your community could use Patch, or you're thinking about applying for a writing job, or "contributing" or "volunteering" at Patch.com, (or just wondering "What is Patch?") ...click around this web page first!
Important: If you operate a local website and don't like Patch in your town, here's what to do! (Anonymously -- no need to register!)
TIP #1: Be sure to click the "Flag as inappropriate" links on every comment and posting you browse on that Patch site. This lets them know YOU think "Patch" is innapprorite, but understand that you are causing the editor to have to check all those innapropriate reports --- just in case one is inappropriate in Patch's opinion too.


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Mini Mansions | 01/01/70
Queens Of The Stone Age's Michael Shuman brings his LA 3 piece, Mini Mansions, to Europe this week. The band's eponymous debut curtseys to the past, bows to the present, and foreshadows a progressively more abstract future. Available now on Rekords Rekords.
Catch them live at
22/8 White Trash Fast Food-Berlin, DE
23/8 Molotov- Hamburg, DE
24/8 Bitterzoet- Amsterdam, NL
25/8 Barfly Camden- London, UK
26/8 Reading Festival- UK
27/8 Leeds Festival- UK
The band will also be supporting The Kills on their forthcoming North American tour:
5/09 Vancouver, BC Commodore Ballroom
6/09 Vancouver, BC Commodore Ballroom
7/09 Portland, OR Crystal Ballroom
9/09 Oakland, CA Fox Theatre
10/09 Los Angeles, CA Wiltern Theatre
11/09 San Diego, CA House of Blues
Download the single, Monk, a potent dose of dance-psych, fuzzy bass hooks, ghostly Shangri La beats and sharp melodic carvings, HERE


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- Home
- Leadership and Faculty
- Program Structure
- Resident Life
- The Penn Advantage
- Sitemap
- Contact Us
- Apply
The extraordinary richness and diversity of Penn's Psychiatry faculty make the mentoring and didactic experiences unparalleled. The didactic program, which incorporates the various aspects of modern psychiatry, focuses integrated sequences of seminars in the following areas across the four years:
- The Doctor-Patient Relationship and Psychosocial Therapies
- Neuroscience, Psychopharmacology, and Somatic Treatment
- Research and Critical Thinking
- Professional Development
- Clinical Case Conferences
This program is supplemented by a comprehensive schedule of Grand Rounds, individual supervision, journal club, and residents' luncheons. Each year-long course is developed and closely monitored by a dedicated faculty course coordinator.
The following are topics covered in the curriculum for each year:
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The closing ceremony in Rio will start the clock ticking for 547 days until the next Winter Olympics take place in PyeongChang, South Korea, in 2018.
Former Olympic skating gold medalist and organizer Kim So-Hee told NBC News "we are a little bit nervous, but we are so excited."
The Games' nearly finished skating arena, one of six new facilities, will be ready in November to hold test events. At $13 billion, the games will cost nearly four times less than those put on in Sochi — the most expensive in Olympic history.
U.S. & World
PyeongChang won the bid to host the Games at the third event, having narrowly lost the votes won by Vancouver and Sochi.


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ACROSS MISSISSIPPI — City clerks are required to collect campaign finance reports during local elections throughout Mississippi and deliver that information to Secretary of State Delbert Hosemann's office, but Hosemann said he only receives the information sporadically.
The law is designed to create greater transparency in local elections, making it possible to see where a candidate for mayor or alderman has raised campaign money.
"We do train the municipal clerks and emphasize that they shall forward the copies. All of that said, we do not receive all of the filings," Hosemann said.
He said his office posts campaign finance reports online for officials elected on the state level, but it would be impractical to post reports for local officials. Local campaigns are often too small to warrant the expense of processing, verifying and posting all of the reports, he said.
City clerks are not penalized for failing to collect candidates' finance reports, but there are provisions in the law that could potentially be used to punish elected officials who fail to file.
According to the law, candidates are not considered officially nominated or elected unless they file the finance reports. Additionally, elected officials who do not file the reports are not allowed to receive a salary for the office. Because Hosemann's office doesn't monitor the local reports, it's unclear whether any officials are being penalized for failing to turn them in.
The Associated Press conducted an informal search for campaign finance reports in municipalities with recent local elections. Each city clerk had different requirements for obtaining a report if the request was not made in person.
The city clerk's office in Natchez listed a fee of $85 per hour for printouts of computer records. The office in Crystal Springs said there was no online method for the public to request the reports, and a request would have to be mailed to a city post office box. The Greenville clerk's office said it had not received any campaign finance reports for candidates in the most recent race, a 2012 special election for mayor.
Hosemann said that while it would not be practical for his office to process and post all of the finance reports from the state's 297 municipalities, most clerks can and should post them on their own websites.
"Almost all towns have a page that the city maintains," Hosemann said. "The clerk should add that information to the website."
Responding to the fact that one municipal clerk did not have campaign finance reports for a recent election, Hosemann said the local workers "should be doing their job," but a spokesman for Hosemann added that the secretary of state has no statutory authority to compel clerks to comply.
Ultimately, it appears the public must demand campaign finance data for local elections to ensure that it has been collected and is accessible. In municipalities where citizens demand access to the data, it could be provided, and might motivate clerks, in turn, to demand reports from candidates who fail to submit them. As clerks increasingly have access to city websites, they can also choose to share the information with the public at no cost, though they are not obligated to do so.
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To Democrats, he was an odd duck.
For one thing he was the adoptive son of March Fong Eu, who helped champion diversity as California's first Asian woman to be elected to statewide office anywhere in the United States (she was re-elected four times).
Then there was the that fact the boy had grown up surrounded by Democratic Party politics and politicians.
What went wrong?
By "wrong," they meant "Republican."
Matt Fong believed in limited government, was pro-life and favored tax cuts to stimulate economic growth.
The fact that he was a minority and not a Democrat perplexed those who assumed that all people of color had to be of one party.
So when Fong ran and won the job of California State Treasurer, the majority party in the state was concerned, and state Republicans thought they would have an opportunity.
That opportunity came in the race for US Senate in 1998. Incumbent Senator Barbara Boxer was polling poorly with her popularity at below 50 percent.
By early October, Fong had pulled ahead. There was a debate that didn't go so well for the Republican, who was not nearly as articulate as Boxer, but he did score one hit.
At the time President Bill Clinton was embroiled in a sex scandal that involved a willing intern (Monica Lewinsky) and an unwilling Arkansas state employee (Paula Jones).
Boxer, who had come to fame railing against sexual harassment during the confirmation hearing of Supreme Court justice Clarence Thomas, was considerably less upset about the behavior of her party's standard-bearer.
Fong jumped on the hypocrisy "Barbara, your silence is deafening" was his best line of the debate.
In the end, it turned out that instead of Boxer being too liberal for the state, voters assumed Fong was too conservative.
The San Francisco Chronicle reported that he had given $50,000 to the "Traditional Value Coalition" which promoted prayer in schools, opposed gay rights and was anti-abortion.
Boxer had more money, which she used for attack ads in the final weeks of the campaign. Her numbers crept up and she is still in office.
I suspect Matt Fong will be remembered as a man who had a chance at political stardom that vanished in the final weeks of a long campaign.
He was the kind of candidate who believed what he said --but rarely said it well.
Still, his actions were such that those who worked with Fong remember him as a principled politician, the likes of which voters would appreciate now more than ever.


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It's important that we all keep an eye on rates. Moving forward is more important than looking back. Rates went up quite a bit recently, but have already dropped about 20 BPS from their highs. Today, the FED is expected to lower rates by 25 BPS. That's old news unless...
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the sound of scampering.
Filed under Uncategorized
it's gonna be a good year.
Oh, I'm still living
At the old address
And I'm waiting on the weather
That I know will pass
I know that it's true
It's gonna be a good year
Out of the darkness
And into the fire
I tell you I love you
And my heart's in the strangest place
That's how it started
And that's how it ends
Well I know you're with me
It's a point of pride
And it's louder than lightning
In this room of mine
Oh, I'm just like you
I never hear the bad news
And I never will
We won by a landslide
Our troubles are over
My sisters are married to all of my friends
Yeah, that's how it started
You took your sweet time
And I waited by without complaint
'Til all the pipe dreams made me insane
So it's all over
It's all over anyhow
You took your sweet time
Finally, I opened my eyes
My friends and my family
They all ask me one thing
"How long will you ramble"
How long will you stay with me
The snow is still falling
I'm almost home
I"ll see you in the new year
songs i couldn't stop listening to.
'Tis ('twas, I guess?) the season of best-of list-making, and having always been one for bandwagons, I'm jumping on the bandwagon. I've been stupid lucky to enjoy a lot of great new music this year, much of it live, and it's a nice year-end activity to reflect on what songs hit me hardest. Because I'm not a real music person and don't pay attention to things like release dates, this is not intended to be a list of the best songs that came out in 2011; rather, it's a list of the songs I couldn't stop listening to last year. And with that, in alphabetical order…
The stars wash over me, so far away that I can barely breathe from where I lay
I could have chosen a number of songs from Blind Pilot's We Are The Tide ("We Are the Tide" and "New York" were contenders), but this one stands out. Start to finish, it highlights Israel Nebeker's gorgeous voice and makes me happy and sad in all the best ways.
Let's begin at the end of a bad year / With bad things at my back
Eric Anderson of Cataldo puts together perfect short songs that say a hell of a lot with every line. I love the way this one builds up such that by the second verse, you can't not dance in your seat. Maracas of all sorts, they get me every time.
Dawes, "A Little Bit of Everything"
It's not some message written in the dark / Or some truth that no one's seen / It's a little bit of everything
The each-verse-tells-a-story style of this song could be trite, except that it's not. It's holy-shit powerful, and for me, pretty nicely sums up what this life thing is all about. I've loved this song from first listen, but loved it even more after hearing it live. Dawes sounds like an entirely different band when you're watching them in a quiet room from a few yards away, and if you get the chance to see them in 2012, you should.
Raise your glasses, here's to living out our dreams
This song IS summer. So joyful, so fun. Makes me want to go skinny dipping then drink whiskey at a beach bar.
The Head and the Heart, "Rivers and Roads"
Nothing is as it has been / And I miss your face like hell / And I guess it's just as well / But I miss your face like hell
A lot of people I know have loved this song for a while, and though I've been a huge fan of THATH for the better part of the year (and the name of my Tumblr is inspired by one of their concerts), I was late in learning to love this song. Maybe it was the bare bones nature of it; maybe it was that I didn't listen hard enough to the lyrics. Either way, I'm glad I learned to love it, because it speaks so accurately about this exact time in my life.
So this is what the volume knob's for…
This song choice is kind of a cop out. I fell hard for the Mountain Goats this year (way later than everyone else) and I could have picked almost any of their songs. This one wins because for me, it sums up why we need music. And John Darnielle.
But I am fine with where I am now / This home is home and all that I need
I know I love a song when I consider it a running song even though no one else would. Meaning: though not necessarily pump-up-y, the song transfixes me such that I forgot about how much I hate running, which is no easy feat. This song is one of those songs.
I wish I was a little more delicate
Dude, violins and kick-ass female singers and those little brush-like things that people use to play the drums? I'm so into them.
Then the suffering, one way or another, it will go away
Typhoon is a big band to begin with, and when you add in an entire cello group, the effect could be sloppy and overwhelming. Instead, this song becomes bigger and better with the addition of the Portland Cello Project, making you want to listen to it on repeat for weeks, which is exactly what you do.
We got no money, but we got heart
I don't spend a lot of time thinking about music videos, but videos like this one make me hope bands keep making 'em. This one-shot video captures the sentiment of the song perfectly, and it just looks like so damn much fun. Plus, lead singer Nick Petricca's dance moves? Can't be beat.
Here's to a lot more of this goodness in 2012. Happy New Year, kids!
[Posted by Mallory]
youtube clip of today: college acceptance.
A high school senior gets his acceptance letter to the University of Richmond.
We know how exactly you feel. SWTCTW welcomes you to the club, kid!
(Cross posted at everythingisavesselforgoatcheese)
youtube clip of today: baby taekwondo.
This is your Monday moment of Zen, y'all.
[Posted by Kathleen]
Filed under babies, definitely not politics, humor, pop culture, YouTube
most offensive picture in the world.
Mallory's post inspired me, and I'm not going to lie — I've missed our baby bloggy, too. So I'm back, again, blah blah blah. I came across this gem while perusing the Tumbly machine and I just knew it deserved a spot on Six Words:
It's got it all. EVERYTHING that Mallory and I have blogged against in the past! Nic Cage, Comic Sans and Papyrus, Crocs, Internet Explorer, Nickelback. It's brillz, simply brillz. Who made this? Can we be friends? Because I'm pretty sure we have ESPN or something.
[Posted by Kathleen]
Filed under blogging, definitely not politics, humor, pop culture
six words to run the world.
Back when we used to blog semi-regularly, when we disappeared for a while, we'd usually apologize by starting our next post with "OH HAHA HEY REMEMBER US?" But at this point it's been nearly a year, so fuck that. Sorry we're not sorry. We've been off doing, like, really important things. (No, that's not true. But we both did start Tumblr bloggies, because, frankly, they're easier to keep up with because all you have to do is reblog other people's photos and nice quotes and YouTube videos and you're under no obligation to even write six words about them. We never formally admitted that here because then it would be like Six Words was over, and I don't ever want it to be over. WE CAN'T QUIT YOU, SIX WORDS. Now that I've mentioned it, though: Kathleeny can be found at everythingisavesselforgoatcheese.tumblr.com and I'm at playingthedrumswithamaraca.tumblr.com. Only one of us has a Tumblr with a six-word title, and it's me, so I win.)
I've been thinking about this here neglected bloggy lately for two reasons:
- On Thanksgiving, I randomly read a bunch of my old Thanksgiving posts, and then I felt all emo and missed it here.
- Kathleen and I are MAJOR runners now, and when naming our team (read: just the two of us) for an upcoming race, she offered "Six Words to Run the World" as an option, and then I felt all emo and missed it here.
Now that the obligatory re-introduction part is over, let me tell you about how Kathleen and I run now. First, you should probably know that in college, Kathleen and I did a lot of powerwalking (as in we powerwalked like six times total over the course of four years) because we really hated running. We called it our P-Dubs club, and talked about making t-shirts with hilarious sayings like "Running Is for Cowards" and "Runners Find the Dead Bodies."
Fast forward a few years, and we started running because Kathleen found a Women in Politics 5K and obviously we had to participate. An important thing happened during this run. While neither of us experienced some bullshit like a runner's high, the race organizer people (or one of the organizers' boyfriends who had a digital camera, because this run took place on a college campus and wasn't very legitimate) took an epic photograph of Kathleen and me, wearing matching t-shirts and holding hands as we triumphantly crossed the finish line. (Keep in mind, this was a 5K. Kathleen's boyfriend ran more than a 5K, uphill, to watch us run ours.)
In theory, this photo was really fucking adorable. In practice, Kathleen looks adorable and I look like a man. Two people who knew it was me said "Holy shit, you look like a dude" upon seeing the photo, and one person who saw the photo and didn't know the back story thought it was an unattractive male acquaintance we had just been discussing. Naturally, that shit had to get FatBoothed. In all her pixelated glory, here she blows:
If a FatBoothed photo of the ugliest photo ever taken of you doesn't keep you running, nothing will.
I know what you're thinking, and no, you cannot have my number, and no, this is not about to become a running blog. I mostly just wanted to show you this photo and say hello. I've missed you.
[Posted by Mallory]
Filed under adventures, blogging, health, six word memoirs, sports, thoughts


text:
I stayed at Blue Dream for two weeks last winter and would stay there again. That being said each of the three kite-centric places to stay have their merrits.
Personally, when I go again....if I go back with a group of friends I would stay with Bob (kitchenettes \ fridges) whereas by myself or just with my girlfriend I'd stay at BlueDream. My friends were at KiteHouse and really liked it there.
Where ever you stay you will likely really enjoy Bahia Salinas area. My recommendation would be to eat at all restaurants and meet as many people. Those who were having the best time in Bahia Salinas were taking it all in.
I was recently in Hood River (event site and White Salmon) and would say that the wind at Bahia Salinas was better quality.
With more and more direct flights to Liberia, Costa Rica, it really is worth a trip to experience this place.


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3 Ways to Get Your Grown-Up Halloween Fix
As you may have noticed, there's a little holiday called Halloween comin' up...And while it's mostly for the kids—aside from that "candy tax" you so kindly offer to calculate and deliver directly to the IRS from their full-to-busting pillowcases—part of the fun can be co-opted by us old, boring adults.
To an extent, anyway. In my mind, part of the fun of Halloween is getting super-goofy: indulging in massive amounts of sugar-bomb candy, punning it up (spook-tacular!), and generally behaving with childish abandon.
So how does that translate into adult treats? I'm so glad you asked! Here are three ways to grown-upify your Halloween without feeling like an old fuddy duddy.
Indulge In The Fancy Stuff
To me, the most obvious place to start is to go to the pros. After all, they've been doing this for a while. More and more serious chocolatiers are offering seasonal Halloween specialties; and they're really giving it some thought.
New Hampshire's L.A. Burdick is already known for their squee-inducingly adorable ribbon-tailed mice, which is certainly a good enough place as any to start; though I have to confess that I think their ghosts give the mice some stiff competition, squee-wise. They also have bats, which—as a fan of the critters—I especially appreciate.
Portland, OR-based Moonstruck also has bats (filled with blood orange caramel), plus eyeballs, spiders, Frankenstein's monster, and all kinds of other delightful-looking treats.
And LA-based L'Artisan du Chocolat has pumpkins made of chocolate, filled with more chocolates. Meta-Halloween genius, if you ask me.
If you're looking for something a little more elegant, Bond St. Chocolate in NYC has always had beautiful silver-dusted chocolate skulls, and now they have a giant 3D one, too! But my favorite? Chocolate fangs. They're much tastier than the wax version, and classier-looking to boot. (Sorry, wax fangs; I love you, but. Come on.)
Make It Up!
If you're feeling a little more ambitious, why not head into the kitchen? There are all kinds of amazing fall-appropriate recipes out there—and you really should try making candy one of these days. Our own intrepid (and hilarious) BraveTart has loads of awesome DIY recipes and tutorials for stuff like peanut butter cups, Nutter Butters, and even cereal marshmallows (and who says you can't cut them into wee ghost and pumpkin shapes? Nobody, that's who.)
We've also got a recipe for homemade candy corn and another for homemade peppermint patties. I say, go for it.
I've also been eyeing this gorgeous pumpkin caramel recipe from Food52 that one of our employees pointed out to me, which I think is brilliant. I get bored of pumpkin pie really easily (I know, I'm, clearly the devil), but caramel? With salt? And pepitas? I'm in. Who wants to make them, dip them in chocolate, and send them to me?
In between buying and making is making-out-of-store-bought. There's no shame in using a few your favorite mass-produced treats to make fun, extra-sugary treats for Halloween.
And it doesn't have to just be "crush; sprinkle over brownie batter; bake" either. Cakes, cookies, more cakes, trifles, custards, and something I really (no, seriously) want to make called 3 Musketeers Puffs (though I think after my last 3M experience I'll stick with the minis).
Or, you could just do the sensible thing and deep-fry the suckers.
And put them on a stick. And then put it in a pie. And cover it in chocolate!
Whoa. Sorry—I've started dipping into my Candy Tax early.
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