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This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility.

The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice.

Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset).

Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary.

Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders.

Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage.

Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

The Medical Research Council's Committee has issued its Second Report on Hazards to Man of Nuclear and Allied Radiations. From time to time we report on the monitoring of foods for radioactive substances, mainly Strontium 90, by the laboratories of the Agricultural Research Council and a few local authorities. The “maximum permissible levels” of radiation for individuals to which these measurements are related are those contained in the Committee's First Report (1956). Since this much work has been done making increasing numbers of measurements. In particular, background radiation from natural sources has been measured in detail. This constitutes the largest dose of radiation to the ordinary population—an average annual doserate in millirads in the range of 85 to 106. In comparison, radiation from its increased use in modern life and also from radioactive fall‐out is extremely small. Medical radiological procedures, after a nation‐wide survey of hazards to patients, are not so important as was first believed, but nonetheless contribute a larger dose than any other source of man‐made radiation, approximately 19 millirads per annum. The Adrian Committee, which conducted the review of radiological practice, considered that the dose could be reduced to 6 mr., without curtailment of radiological services.

First in a series of three articles, addressing the literature and current practice on career management. The series begins by questioning the traditional perspective of careers and centres largely on intraorganizational issues and continuous upward movement. Suggests that interorganizational, interindustry and international career mobility are not only viable career options but becoming increasingly important. Given the changing nature of the global business community and apparent increasing practice of manager transfer as well as the increasing need to address more creative career options for managers, the importance of an examination of manager mobility and associated career practices would seem appropriate.

The increasing literature on international human resource management has produced findings which are largely repetitive and anecdotal and as such are contributing to a reemerging problem for Australian business enterprises wishing to increase their international business activity. The problem concerns the factors which organizations need to consider in most effectively developing and managing international management career programmes. What has traditionally been missing is a strategic framework that links appropriate international human resource management practices with an enterprise′s international business agenda. Develops an argument around this central theme which provides an overview of the need to address what is an emerging problem for Australian business enterprises – how international management careers are best developed and managed in the context of a firm′s human resource management strategy and its strategic international business activity.

Understanding the concept of a knowledge‐based economy; having a vision to make a new knowledge economy competitive; and creating and implementing a strategy to achieve that vision, would all seem to be fundamental steps for any economy striving to compete in the new global knowledge marketplace. While such issues may appear obvious, how many economies have actually responded effectively to these challenges? This paper first examines the concept of a knowledge‐based economy and then evaluates the relative performance of Australia across a profile of key knowledge‐based performance indicators. Finally, the paper addresses some key challenges facing Australia, and most other OECD economies, as they try to compete in this knowledge race in the new millennium.

Presents a model of strategic international career management. Argues that while existing career models assist in providing a strategic focus to organizational career management, in that they match career practice with business strategy, they essentially fail to recognize the inherent differences that exist in international career moves vis‐à‐vis more traditional domestic career mobility. As there are significant differences in work role transition when an international career move takes place, there has been a failure to recognize that international career moves are, as has been suggested elsewhere, transitional, discontinuous, recursionary and stage‐interdependent in nature. Stresses the centrality of these career considerations, inherent in international career mobility and generally missing from existing career models to the development of the strategic international career management model advanced.

The disproportionate representation in juvenile justice systems of children who are, or have been, in the care of the state is a major cause of concern internationally. However, the experiences of this particular group are largely absent from both policy debates and the international research base. This paper aims to correct that deficit by exploring the lived experiences of residential care, justice-involved children.

An interpretivist investigation of care experienced children’s perceptions of their experiences, involving semi-structured interviews with a purposive sample of 19 children in England who were simultaneously in residential care and subject to youth justice supervision. Data were analysed using thematic content analysis.

Care-experienced children described how their experiences of residential care environments and regimes have undermined their sense of how they see themselves, now and looking to the future. Against this background of disrupted identity, they also reported stigmatising interactions with staff that leave them feeling labelled both as a generic “looked-after child” and as a “bad kid”.

The findings are based on the perceptions of a group of children in the criminal justice system, which, although reflecting the experiences of those with negative outcomes, may not be representative of all children in residential care.

The findings have implications for those responsible for the care and development of care-experienced children, as well policymakers concerned with reducing the numbers of care-experienced children in youth justice. Those responsible for the care and development of care-experienced children should consider steps to reduce how factors outlined here disrupt a child’s sense of self and introduce criminogenic labelling and stigma.

Despite a number of studies seeking to understand why the number of care experienced children in the youth justice system is disproportionate, there is very little empirical work that seeks to understand the experiences and perceptions of children currently both in care and the criminal justice system. This paper seeks to correct this deficit, by detailing how children who are both in residential care and subject to youth justice supervision view their care experiences. The implications of this for policy, practice and further research are then explored.

This study sought to investigate teacher perceptions of the cost/benefits associated with the introduction of Permanent Part Time Teaching (P.P.T.T.) into a large regional secondary school system. Data were obtained through the completion of a P.P.T.T. questionnaire. This instrument was designed to reveal a cost/benefit calculus associated with the introduction of P.P.T.T. for each of the following areas: effects upon teachers' working conditions; effects upon the market mechanism for teacher employment; effects upon the teaching and administration of schools; and effects upon social and personal interactions and lifestyle. A stratified random sample of 371 urban teachers and 282 rural teachers provided the data base for the study. It was found that the respondents in this study overwhelmingly support the introduction of P.P.T.T. within this region. The high ratio of obtained benefits to costs (4:1), using the level one assumption, clearly illustrates the magnitude of teacher support for the implementation of this work time innovation.

The second in this series on international and expatriate career activity argues for increased attention to developing a strategic link between international business activity and the HRM and career management functions that purport to support such business activity. Looks towards addressing some of the problems potentially experienced by firms in the international marketplace and their expatriates. This is achieved by: (1) overviewing research that is currently under way with respect to the expatriate career management practices of selected Australian organizations; and (2) identifying some of the more important concerns that existing empirical and case study research on expatriate career management has shown in terms of the types of career initiatives to which organizations need to pay attention, prior to an overseas move by their staff, during an overseas appointment, and finally when repatriating staff.

Identifies a number of critical spouse/partner preparation and adjustment factors derived from a larger study that examined the expatriate career management practices of 20 Australian business enterprises with a physical presence in the East‐Asian business region. Addresses concerns expressed by Adler (1991) that attention to the needs of an accompanying spouse is at best only having a neutral impact on spouse adjustment. That is, organizations have largely failed to assist spouses in establishing what Adler (1991) described as “a meaningful portable life”. Reviews spouse/partner preparation and adjustment from the views expressed by Australian business executives, expatriate and repatriates involved in business operations in East‐Asia. The views of spouses and partners were not gathered in this study. Results point to the need for re‐assessment of existing spouse/partner preparation and adjustment. While results are tentative, evidence from this study confirms the need for more attention by Australian organizations to spouse/partner preparation and adjustment, with particular attention to the development of business environment awareness and empathy which may assist in advancing Adler’s concept of “a meaningful portable life”.