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The purpose of this paper is to discuss outcomes of a service redesign, involving an Intensive Support Team (IST) for adults with learning disabilities and challenging behaviour, working in conjunction with a Community Learning Disability Service (CLDS).

Two IST staff were physically based as “Inreach workers” within a CLDS for six months. Inreach workers provided support with existing resources and consultation for specific clients presenting with challenging behaviour. CLDS staff confidence, understanding and implementation of existing challenging behaviour resources was evaluated before and after service redesign. An online questionnaire was used to gather further data relating to experiences of the Inreach project.

CLDS staff confidence, understanding and implementation of existing challenging behaviour resources increased over the six-month inreach period. Questionnaire results indicated CLDS staff found Inreach support to be beneficial, having a perceived positive impact for clients, and providing clarity on the skills and resources provided by the IST.

The long-term effects of this pilot have yet to be established. Consideration is given to how demand characteristics may have influenced CLDS responses.

Careful consideration should be given in terms of how ISTs interface with CLDSs. ISTs may consider being based physically within CLDSs, to provide more readily accessible support.

Providing CLDS staff with more accessible support from ISTs may increase the effective implementation of available resources for adults with learning disabilities and challenging behaviour.

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.

The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.

Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.

The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.

This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

It is some years since I submitted a thesis on The Financial Effects of Labour Turnover, which was subsequently published in abbreviated form. I am obliged to M E Orton, therefore, whose writing in the Summer Journal encourages me to return to this old stamping ground and to clear up a long‐standing confusion — especially as his article in this Review so usefully reviews concepts and does not rehash old figures.

This study aims to examine the influence of employee performance appraisal (PA) formalization on changes to one component of the employee–leadership social exchange relationship within the context of small and medium-sized enterprises (SMEs). Specifically, it builds upon extant research on human resource management within SMEs, performance appraisals and social exchange theory to consider the role of performance appraisal formalization in effecting change in the level of trust employees have in their leaders.

To test study hypotheses, this study analyzes responses to two survey waves completed by employees of a US-based SME operating within the commercial construction industry. This SME formalized the PA process in between the administration of the first and second surveys. Study data were analyzed using hierarchical ordinary least squares regression.

The results of this study suggest that the formalization of PA has a positive effect on change in trust in leadership (TIL). Study results also suggest that employee perceptions of PA utility, procedural justice and satisfaction with the PA process are positively related to changes in TIL. This study also found that the effects of employee perceptions of PA utility and procedural justice on changes in TIL are mediated by employee satisfaction with the PA process.

As a consequence of study design, the results found in this study may be limited with respect to their external validity. Researchers and practitioners are encouraged to use caution before generalizing study findings to other contexts.

This study suggests that PA formalization represents a means of increasing employee trust. Moreover, study results suggest that SME leaders hoping to increase employee TIL should be thoughtful about how they implement the PA process, paying particular attention to the usefulness of the feedback they provide and ensuring that the process of PA is viewed as being fair by employees. In doing so, SME leaders will enhance their employees’ satisfaction with the PA process, thereby increasing the trust they place in SME leadership.

This study extends research by considering the consequences of PA formalization with respect to changes in SME employee TIL. In doing so, this study heeds calls for additional research on the consequences of PA within SMEs, as well as sheds light on how PA formalization shapes the relationship between SME employees and leaders.

This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.

The D.O.T. Team Model is a dynamic team model developed to integrate and expand key concepts from open systems – contingency and dynamic congruence, transformational leadership, and learning organizations. The five dimensions of the D.O.T. Team Model consist of purpose, people, partnerships, process, and performance. The D.O.T. Team Model is most applicable where subjective measures are used for high performing teams. This model transcends the existing team performance theory and provides a basis for future researchers to build onto the continuing evolutionary changes in team performance.

The D.O.T. Team Model is a comprehensive and holistic approach for knowledge‐workers to achieve high performance. This model is grounded in theory and by applying the five dimensions (purpose, people, partnerships, process, and performance) this model enables optimum fit with a high‐performance team's organization and environments – allowing knowledge‐worker members to effectively respond to dynamic changes and enhance its team and organizational performance.

The article is particularly relevant to practicing knowledge‐worker leaders and team members that operate in a dynamic environment requiring a high‐performance team that can rapidly adapt and respond to change. The D.O.T. Team Model creates an understanding of the organizational and environmental dynamics necessary to achieve a high‐performance team capable of operating in this dynamic environment.

Practitioners will find the information in the article extremely useful in helping to understand how the D.O.T. Team Model can assist them in creating the proper fit with a high‐performance team's organization and environment. The significance of the D.O.T. Team Model was demonstrated by two highly‐recognized teams from both the public and private sectors whose performance philosophy mirrors the dimensions of the D.O.T. Team Model.

Many scholars and practitioners consider development to be as much an institutional and organizational phenomenon as it is an economic one. Among other elements, civil society is a key determinant of a country’s level of social capital. Important links appear to exist between a robust associational milieu and the effective operation of democracy. However, the role of civil society organizations in human development has only recently gained attention.

To understand the impact of mobile social media use on absorption within the customer experience, and overall engagement with the physical service context, a qualitative research study was undertaken. In particular, this study aims to understand the impact of mobile technology use on service engagement by tourists.

In this study, two groups of tourists were sent to a zoo wildlife lodge for one night. Half the group were permitted to use social media during their stay while the other half were instructed to refrain from actively using their social media accounts for the duration of their visit. The following day, in-depth qualitative interviews were conducted with each couple to explore how the use of social media or refraining from social media use impacted on their absorption within the service customer experience.

The findings suggest that engagement with their physical surroundings and the overall customer experience was increased when refraining from social media; however, respondents marketed the tourism provider enthusiastically when using mobile social media during their stay, compared with the group that was not using social media during the stay.

Despite a relatively small sample, a series of recommendations for service researchers and service providers have been generated through this research. For example, the methodology used can provide new ideas for researchers seeking to explore service customer experiences and engagement with the physical context. Service providers can also use recommendations around device free days to provide more immersive service customer experiences.

Research within marketing typically does not use quasi-experimental design or paired interviews, as used in this study. Furthermore, the understanding of the impact of mobile social media use on engagement with a physical service environment has received very little attention in the academic literature.

The world has just witnessed two of the greatest experiments in social reform ever attempted in history, viz., trying to make Russia free by Revolution, and trying to make America sober by Prohibition; and it is doubtful which of the two is the greater failure! But the strangest part of it all is that while native evidence is coming over by every mail (some of it the tardy admission of the prophets themselves who had hoped to save the world by their reforms), we see in England, from time to time, cranks and fanatics without experience at all who would wish us to “ follow in failure's footsteps.” It would be a pity to miss the lessons of the paradox, chief among which, surely, is the fact that here in England we are always accomplishing more under the principles of toleration than other countries by persecution. Freedom is part of the genius of our constitution, part of the instinct born of long legislative experience, which the younger and more impulsive countries can hardly hope to acquire at once. The New World may dearly love to teach its grandmother to suck the eggs of sobriety, but the New World will have to clean up the awful mess of this first experiment before old Granny Europe can be won over to the new idea. Human nature is much the same in the mass as it is in the individual; the Puritans produced the debaucheries of the Restoration, but it has been reserved for America to show that “ Prohibition is the mother of drunkenness,” though the older nations who have faced the problem for thousands of years could have told her that you can no more make men sober than you can make them happy by Act of Parliament, simply because liberty forms part of the essential psychology of human nature; and it is here that America has done the cause of Temperance more harm than any publican could ever have done had he set out to do harm of set purpose. But the United States has done more than endanger the cause of Temperance, for by bringing the machinery of government into disrepute, and officers of the law into temptation, she has undermined the prestige of civil morality all along the line, just like some stupid parent will wreck his whole authority by some petty act of bigotry. As a matter of fact—strange as it may seem—it is the modern publican himself who is the greatest Temperance reformer to‐day in England, and this for the simple reason that intemperance does not pay, but bootlegging, apparently, does; and, to judge from the latest details, more seems to be made out of alcohol by Prohibition than ever was made by the saloons. The figure was truly appalling when one comes to compare Temperance England with Prohibition America, which spends twice as much upon liquor as we do—some 720 million pounds, for example, are spent on bootlegging in U.S.A., as compared with 315 million pounds on honest drinking here, two‐thirds of which sum, in our case, of course, goes back to revenue, whereas double that sum in U.S.A. goes towards demoralising their Government. Town for town, the statistics all bear the same witness. London, with a population of seven millions in 1925, saw some 30,000 arrests for drunkenness; Chicago, with two millions, over 90,000; Philadelphia, with nearly the same population, had over 58,000 arrests, whereas Liverpool, with about half Philadelphia's population, had exactly one‐tenth of its number, viz., about 5,000, and so the story of the figure goes on, proving, as I say, that there is far more drunkenness under Prohibition than under sane regulation, and similar statistics as to crime are available. No one, of course, would have dared to maintain that this would be the result before the experiment had been made, but the experiment once made, we can only judge by the facts, with the result that all sound temperance reformers may well look with dismay upon the efforts of those who would wreck Temperance by making it into a Prohibition movement, with the effects in England it has had in America. It would be too high a price to pay for the little amount of drunkenness that remains to‐day of that wave of vice which once made it possible to get drunk for a penny and dead drunk for two‐pence. Indeed, in the last ten years the amount of drunkenness punished by imprisonment has diminished by more than 75 per cent., i.e., in 1913–14 the number was 51,851, and in 1923–24 this number had sunk to 11,425. Yet, small as this number is, foreigners coming over from the wine‐drinking countries are often shocked at the amount of intoxication they see over here as compared with their own countries, just as English visitors to New York come back scandalised.

The purpose of this paper is to examine the influence of marketing communication factors (specifically advertising viewing and responses to marketing promotions) as well as social influence factors (specifically influences from peers and media celebrities) on adolescents' endorsement of materialistic values in Singapore. As the Asian culture is said to be collective when compared with the Western culture, it is expected that social relations, both personal and celebrity‐mediated, play an important role in the establishment of consumption values.

A survey of 190 high school students’ aged 13 to 18 was conducted using a structured questionnaire. Constructs were measured using established scales.

The paper finds imitation of media celebrities and perceived peer influence were positive predictors of materialistic consumption values while marketing communication factors were not significant predictors.

The data in the paper came from a convenience sample of one high school and may not be representative of adolescents in Singapore.

The paper found that in fact advertising regulation may not impact adolescent levels of materialism to the degree previously assumed. Visual literacy courses may be a better strategy of reducing the level of materialism through discouraging the desire to imitate media celebrities. In turn, this training and heightened awareness could potentially help to diminish some of the negative peer influences in relation to materialism. Media educators should help young consumers to reflect on how their purchase decisions can be influenced by their social relations, including both personal interaction and celebrity‐media communications, while simultaneously providing them with the tools to critically assess the images they view.

The paper offers insights about the complex patterns of how consumption values develop in an Asian society. It is also a pioneer work on the study of the influence of media celebrities on materialistic value orientations.

The purpose of this paper is to operationalize the subjective measures of business performance and assessing their justification for use in place of objective measures of business performance.

The study is based on a sample survey of 171 companies listed on Bombay Stock Exchange, India. A cross-sectional descriptive research design has been used. Exploratory factor analysis was used to assess the factor structure and dimensionality of objective and subjective measures of business performance. The psychometric properties of these measures and their interrelationship have been assessed through confirmatory factor analysis.

The study finds a strong positive correlation between subjective business performance and objective business performance. The study finds it justified to use the subjective measures of business performance.

Response bias may have crept in because of self-reported measure used for the study. Future researchers may cross-verify the subjective perception of respondents with data available from the records of the firms. Second, the study focuses only on financial and operational indicators of performance. The future studies may widen the scope of business performance by incorporating the interests of other stakeholders like suppliers, government, environment and society in general.

The strategy researchers confronting the challenge of adopting appropriate measures of business performance can use either or both of subjective and objective performance measures, as suggested in this study. The study has suggestions for strategic decision makers regarding measurement of business performance in terms of financial as well as operational indicators.

The study operationalizes and validates two measures of performance, namely, subjective business performance and objective business performance. The study contributes to the strategic management literature by providing evidence for association between objective and subjective measures of performance.