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Article
Publication date: 18 September 2019

Rebecca Schiff, Bernie Pauly, Shana Hall, Kate Vallance, Andrew Ivsins, Meaghan Brown, Erin Gray, Bonnie Krysowaty and Joshua Evans

Recently, Managed Alcohol Programs (MAPs have emerged as an alcohol harm reduction model for those living with severe alcohol use disorder (AUD) and experiencing homelessness…

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Abstract

Purpose

Recently, Managed Alcohol Programs (MAPs have emerged as an alcohol harm reduction model for those living with severe alcohol use disorder (AUD) and experiencing homelessness. There is still a lack of clarity about the role of these programs in relation to Housing First (HF) discourse. The authors examine the role of MAPs within a policy environment that has become dominated by a focus on HF approaches to addressing homelessness. This examination includes a focus on Canadian policy contexts where MAPs originated and are still predominately located. The purpose of this paper is to trace the development of MAPs as a novel response to homelessness among people experiencing severe AUD and to describe the place of MAPs within a HF context.

Design/methodology/approach

This conceptual paper outlines the development of discourses related to persons experiencing severe AUD and homelessness, with a focus on HF and MAPs as responses to these challenges. The authors compare the key characteristics of MAPs with “core principles” and values as outlined in various definitions of HF.

Findings

MAPs incorporate many of the core values or principles of HF as outlined in some definitions, although not all. MAPs (and other housing/treatment models) provide critical housing and support services for populations who might not fit well with or who might not prefer HF models.

Originality/value

The “silver bullet” discourse surrounding HF (and harm reduction) can obscure the importance of programs (such as MAPs) that do not fully align with all HF principles and program models. This is despite the fact that MAPs (and other models) provide critical housing and support services for populations who might fall between the cracks of HF models. There is the potential for MAPs to help fill a gap in the application of harm reduction in HF programs. The authors also suggest a need to move beyond HF discourse, to embrace complexity and move toward examining what mixture of different housing and harm reduction supports are needed to provide a complete or comprehensive array of services and supports for people who use substances and are experiencing homelessness.

Details

Housing, Care and Support, vol. 22 no. 4
Type: Research Article
ISSN: 1460-8790

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Article
Publication date: 8 June 2021

Kobana Abukari, Erin Oldford and Neal Willcott

In recent years, student-managed investment funds (SMIFs), experiential learning programs at an increasing number of universities, have attracted significant scholarly interest…

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Abstract

Purpose

In recent years, student-managed investment funds (SMIFs), experiential learning programs at an increasing number of universities, have attracted significant scholarly interest. In this article, we review the academic literature on this pedagogy.

Design/methodology/approach

We use the systematic review method to assess a sample of 85 articles published in 30 journals during the period 1975 to 2020.

Findings

Our literature review reveals four streams of research: best practices and challenges, investment management, innovation and trends and SMIFs in a research setting. We also propose future research directions, including specific gaps in the literature, a focus on innovations to traditional programs, systematic investment performance and expansion into behavioral finance issues.

Originality/value

We contribute a comprehensive view of the body of scholarship on SMIFs, identifying existing streams of research and future research directions that will help guide the development of SMIF research into a cohesive and productive space.

Details

Managerial Finance, vol. 47 no. 11
Type: Research Article
ISSN: 0307-4358

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Article
Publication date: 20 October 2020

Alyson Byrne, Ingrid C. Chadwick and Amanda J. Hancock

The purpose of this paper is to examine female leaders' attitudes toward demand-side strategies to close the gender-leadership gap and discuss implications for organizations.

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Abstract

Purpose

The purpose of this paper is to examine female leaders' attitudes toward demand-side strategies to close the gender-leadership gap and discuss implications for organizations.

Design/methodology/approach

This article describes the process of knowledge co-creation that took place using an engaged scholarship epistemology over 23 interviews with North American women in senior leadership roles.

Findings

Five key themes related to women leaders' attitudes toward demand-side strategies are discussed. Some felt uncertain or opposed toward these strategies, whereas others supported them. Support for these strategies was dependent on perceptions of backlash regarding the implementation of these strategies and the participants' career stage. Finally, participants acknowledged that demand-side strategies are insufficient in isolation and require additional organizational supports.

Research limitations/implications

These findings enhance our understanding and provide theoretical refinement of the mechanisms that drive female leaders' reactions to demand-side strategies to close the gender-leadership gap.

Practical implications

Participants advocated for certain practices to be considered when organizations contemplate the adoption of demand-side strategies. Importantly, participants advocated that the implementation of demand-side strategies would be insufficient unless organizations encourage greater dialogue regarding the gender-leadership gap, that top management support more gender inclusive leadership, and that male colleagues act as allies for women in leadership.

Originality/value

This article extends past research and theory by integrating the pragmatic perspectives of successful female leaders with previous empirical evidence to illustrate different reactions to demand-side strategies and ways for organizations to manage those in their efforts to close the gender-leadership gap.

Details

Journal of Managerial Psychology, vol. 36 no. 1
Type: Research Article
ISSN: 0268-3946

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