This article aims to provide a review of music sponsorship to market cigarettes in sub-Saharan Africa. Using analysis of previously secret corporate documents from British American Tobacco (BAT) and focusing on two separate case studies of sponsorship in Africa, Nigeria and South Africa, the paper illustrates how tobacco companies have sought to undermine health legislation from 1990 to 2001. Both case studies suggest that music is an important marketing tool in Africa because it can effectively target young consumers; has a universal appeal; transcends barriers to communication imposed by limited literacy and language barriers; has a long-term appeal and can be successful in undermining tobacco control measures. The case studies highlight the limitations of national regulatory efforts and reinforce the significance of the implementation of the WHO’s Framework Convention on Tobacco Control in Africa, a critical region for the convention’s success.
The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.
Education reform under the modernisation agenda both in England and internationally has signified the restoration of the 'private' and the decline of 'public' education. Deploying Arendtian thinking on assimilation and identity, we argue that these ongoing reforms are indeed dark times for education professionals. We examine what 'new dark times' mean for those in leader roles in schools and organisations that are contracted to deliver, such as a multi academy trust (MAT). Based on a year-long research project which focussed on a multi academy trust in England, the article reports on the position and practice of the CEO, KT Edwards in these new dark times. We conclude that the emerging CEO position is being defined through individual positioning, a repudiation of the past and the assimilation into the private realm of non-education dark times.
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