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Formed in 1851 by Irish immigrants, the Fighting Sixty-Ninth has served with distinction since the Civil War. This is a complete, illustrated history of the regiment's service in the Irish Brigade and the Rainbow Division. Functioning as the 1st Regiment, Irish Brigade, 2nd Corps, Army of the Potomac throughout the Civil War, the regiment made history at Malvern Hill, Antietam, Fredericksburg, Gettysburg, Spotsylvania, Cold Harbor, Petersburg and Appomatox. According to legend, an exasperated General Jackson cursed them as part of ""that damn brigade."" Functioning as the 165th Infantry, 42nd

Corporate social performance (CSP) is an elusive concept for managers and a difficult one to measure. Part of the challenge lies, as with the CSP–corporate financial performance literature, in the operationalization of the relationship between CSP and overall organizational performance that provides insights for both researchers and practitioners. In this paper, we look at a component of CSP—corporate reputation (CR)—to assess how different stakeholders measure and evaluate CR in an industry context and provide a workable approach for managers trying to understand how to measure CRs. We recognize that some will argue that CSP is part of CR or that CR is part of CSP. Our focus here is on the development of an initial approach to measurement that can be utilized by managers to make decisions, used by external groups to assess CR, to allow for comparisons of firms within the same industry and to suggest new avenues of research. We look at five to eight companies in each of nine leading industries across a 3‐year time span. We believe the results provide the basis for a deeper insight into more rigorous measurement and analysis of both CR and CSP using external, stakeholder generations of CR to assess relative performance of firms in an industry over time. Copyright © 2011 John Wiley & Sons, Ltd.

Knowledge? : what knowledge? -- Explosive innovation : putting knowledge to work -- Leadership -- Culture -- Knowledge corruption -- Training and socialization -- Knowledge structure and processes -- Technologies and social media -- Putting it all together -- A "Rosetta stone" for military skills translation to business

This paper is concerned with the rise and, in retrospect, successful "positioning" of corporate social responsibility (CSR) and corporate sustainability as a management idea. It answers to calls that more research is required into the "business case for sustainability," especially the link between rhetoric and reality. We allow for a narrative‐driven and dynamic perspective to frame the analysis of the discourse, rhetoric, and arguments in use during the emergence of "modern CSR" in Europe in the early 2000s. On the one hand, it shows that the European Union/Commission acted as an "enabler" of business case rhetoric. On the other hand, empirical evidence from two expert conferences series in Germany 2004–2008 leads to the conclusion that a wide coalition of interested parties continuously and progressively filled, shaped, and energized the early "CSR and corporate sustainability space" with presenting CSR as a rationale and progressive (management) idea.