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Theories of ethnic conflict often assume that the cause of political violence is the same across actors and constant over time. I propose that causes differ, depending upon the identity, grievances, and strategy of the perpetrator as influenced by the cultural, economic, and political contexts in which they operate. Together with Granger causality tests, multivariate time‐series analyses of political deaths in Northern Ireland support a multi‐causal perspective. Reflecting identity differences, Loyalist violence but not Republican violence was likely to increase during months when high levels of protest coincided with annual commemorations. By deepening grievances related to ethnic stratification, rising unemployment contributed to Republican violence, but not to Loyalist violence. Repression of Nationalists increased Republican violence but decreased Loyalist violence, supporting a see‐saw conceptualization of political opportunities in divided societies. The findings highlight the need for sensitivity in both conflict research and management to differences between actors and across social contexts.

There has been little explicit consideration of do‐it‐yourself (DIY) in previous manufacturing literature. This may be because traditional DIY is an outlet for physical goods that are made‐to‐forecast, such as boats kits for self‐assembly and personal use. However, since the beginning of the twenty‐first century, DIY has extended to the invention and the sale of physical goods, as well as their assembly and use. The purpose of this paper is to make a contribution to the manufacturing literature by providing an analysis of DIY invention and production of physical goods for use or sale (new‐DIY paradigm).

Literature review related to DIY invention and production of physical goods for use or sale; and its differences with the existing paradigm for creating physical goods: including enabling technologies and enabling thinking.

DIY invention and production is able to create physical goods, which are both original and economical, through open, distributed, minimal processes. Within the existing paradigm, by contrast, physical goods are created, which are either original or economical, through processes that are less open, less distributed, and less minimal than the processes of new‐DIY.

DIY invention, production, and sale of physical goods deploys technologies that are used within the existing paradigm for creating physical goods. The difference in outcomes is due to the different conceptualization of invention, production, and sales within the established paradigm.

The originality of the paper is that it provides an analysis of key aspects of DIY invention, production, and sales. The value of the paper is that it provides a starting point for researchers and practitioners seeking to determine how practices, technologies, and challenges of the existing paradigm can be related to DIY opportunities.

Building on the contributions of chaos and complexity theories, this paper aims to conceptualize how the leadership of Mahatma Gandhi, Martin Luther King and Nelson Mandela were able to transform chaos (randomness) into order (integration). More specifically, it aims to identify the qualities by which such leadership worked in the context of conflict and cultural confrontations, which is, leading at the edge of chaos.

This research follows a qualitative approach in data collection and analysis; it narrates and analyses biographic data as well as literature about these three prominent leaders. Common qualities of these leaders are explored in-depth, discussed and linked.

Success in leading at the edge of chaos was attributed to the following leadership qualities: vision, non-violence and tolerance. This paper conceptualizes Gandhi, King and Mandela's embodiment of these qualities in transforming difference and disagreement to unity and how they inspired and developed their societies at home and all over the world. This paper concludes with the following results: Dr King, Gandhi and Mandela were visionary leaders; the three leaders had a vision about the future of freedom, equality and peace. More importantly, they were able to hearts and minds, and convey their visions to followers and to society at large. They struggled to achieve their goals non-violently, but knew that violence could destroy society due to unbalanced power structures. In the fight for their people's emancipation/freedom, they avoided ethnic, racial and religious discrimination. The three leaders were politically, culturally and socially tolerant.

By identifying their leadership qualities and analyzing their leadership mechanisms, this paper stresses the necessity of the emergence and preservation of leadership as exhibited by King, Gandhi, Mandela and many other influential leaders. Leaders, committed to enrichment and sustainability of cultural diversity and nurturing of tolerance, can play a role in unifying nations. Practically put, today’s leaders need to rethink their strategies, by taking into consideration what Gandhi, King and Mandela have contributed to leadership in dealing with cultural diversity and conflict. Furthermore, leaders must extend the applicability of such leadership to include the ending of violence in every facet of people's lives, and work publicly to overcome the challenges encountering human kind such as nuclear weapons, war, poverty, racism, global warming, drugs, religious bigotry and violence of any kind. That is, today's leaders need to lead at the edge of chaos due to the ongoing conflicts around the globe.

This paper uniquely conceptualizes leadership qualities by analyzing and comparing literature and biographical data of the above-mentioned leaders. The study also contributes to the existing literature on leadership using an interdisciplinary approach by proving the mechanisms by which leadership transforms chaos into order within the context of cultural diversity and confrontation, where studies are rare. This research contributes to the theory of leaderships at three levels. First, it offers an interdisciplinary theory on leadership qualities by linking these qualities with chaos and complexity theories. Second, unlike the majority of literature which views leadership from a business or public leadership perspective, this research provides a new perspective of leadership for cultural diversity. Third, it highlights the role models of three exemplary leaders for each of whom previous literature is lacking.

This paper aims to study the specific factors causing suburban-dwelling elderly American women to patronize different soup kitchens in Pennsylvania and investigate how non-profit and government agencies could better meet the needs of this food-insecure population, to fill a significant gap in the growing literature on food insecurity in high-income countries.

The authors conducted observational visits and structured interviews with over 200 patrons and staff of soup kitchens in two counties in the US state of Pennsylvania over visits spanning two years.

Elderly American women have very distinct soup kitchen needs and usage patters that differ from other patrons in eight key ways the authors identify. From these, the authors identify four central themes that food assistance reform in the US must address to improve the wellbeing of this subpopulation.

The authors find that significant structural changes of the US food relief system must be made to better meet the needs of food-insecure elderly American women.

Soup kitchens should begin to offer information about federal programs, group transportation and other resources tailored to elderly women at soup kitchens to significantly improve their wellbeing, and help relieve the burden born by US non-profit food assistance organizations.

No studies to date have focused on the soup kitchen use of this specific population, whose needs, living circumstances, attitudes toward charity and socioeconomic realities differ significantly from other subpopulations of soup kitchen patrons.