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Building on the concept of “impact literacy” established in a previous paper from Bayley and Phipps, here we extend the principles of impact literacy in light of further insights into sector practice. More specifically, we focus on three additions needed in response to the sector-wide growth of impact: (1) differential levels of impact literacy; (2) institutional impact literacy and environment for impact; and (3) issues of ethics and values in research impact. This paper invites the sector to consider the relevance of all dimensions in establishing, maintaining and strengthening impact within the research landscape. We explore implications for individual professional development, institutional capacity building and ethical collaboration to maximise societal benefit.

Although supporting and assessing the non-academic “impact” of research are not entirely new developments in higher education, academics and research institutions are under increasing pressure to produce work that has a measurable influence outside the academy. With a view to supporting the solution of complex societal issues with evidence and expertise, and against the background of increased emphasis on impact in the United Kingdom's 2021 Research Excellence Framework (REF2021) and a proliferation of impact guides and tools, this article offers a simple, easy to remember framework for designing impactful research. We call this framework “The 7Cs of Impact” – Context, Communities, Constituencies, Challenge, Channels, Communication and Capture.

Drawing on core elements of the Policy Institute at King's College London's Impact by Design training course and the authors' practical experience in supporting and delivering impact, this paper outlines how this framework can help address key aspects across the lifecycle of a research project and plan, from identifying the intended impact of research and writing it into grants and proposals, to engaging project stakeholders and assessing whether the project has had the desired impact.

While preparations for current and future REF submissions may benefit from using this framework, this paper sets out the “7Cs” with a more holistic view of impact in mind, seeking to aid researchers in identifying, capturing, and communicating how research projects can and do contribute to the improvement in society.

The International Network of Research Management Societies (INORMS) celebrated its 20^th anniversary in 2021. It was established to increase communication among research management societies. The need for a formal international research management community developed because there was (1) increased international funding of research, (2) the number of international research collaborations was growing, and (3) there was a need to understand research regulations in other countries. INORMS sought to address these issues through international congresses and by providing a forum for member societies to work more closely together on common issues. Membership in INORMS steadily increased over the years. The 20^th anniversary meeting was highlighted with the signing of the Hiroshima Statement that described a research manager’s principles and responsibilities, which include collegiality, inclusiveness, professionalisation, innovation, and accountability. This chapter summarises the factors that led to the formation of INORMS and its history.

A significant increase in financial crime globally emphasises the importance of forensic interviewing to obtain useful and reliable information as part of a commercial forensic investigation. Previous research has identified two interviewing strategies that are aligned with the legal framework in South Africa: the PEACE model (P = preparation and planning; E = engage and explain; A = account, clarify and challenge; C = closure; E = evaluation) and the person-centred approach (PCA). The purpose of this paper is to explore the theoretical underpinnings and application of the PEACE model and the PCA as commercial investigative strategies aligned with the legal context in South Africa.

A scoping review was undertaken to identify literature relevant to the theoretical assumptions and application of the PEACE model and the PCA.

Literature for the most part reports on the PEACE model but offers very little information about the PCA. A critical analysis revealed that the PEACE model incorporates a clear guiding structure for eliciting information but lacks content needed to create an optimal interpersonal context. To promote this, the PCA proposes that interviewers demonstrate three relational variables: empathy, congruence and unconditional positive regard. The PCA suggests a basic structure for interviewing (beginning, middle and end), while providing very little guidance on how to structure the forensic interview and what information is to be elicited in each phase.

Combining the PEACE model and PCA presents an integrated interviewing technique best suited for obtaining useful and reliable information admissible in a South African court of law. The PEACE model has a clear structure, and the PCA assists in creating an optimal interpersonal context to obtain information in an interview.

This study aim to review and compile the latest research in women’s leadership internationally and across multiple sectors and industries to understand how to fast-track gender equality. As an outcome of this review, this paper presents an actionable universal framework for organisations to use to bolster their gender equity efforts.

A systematic literature review methodology resulted in 36 articles dedicated to research on women in senior leadership interventions across countries and organisational types. Thematic analysis identified a series of enablers and barriers that influence women’s progression into senior roles.

Research since 2020 has shown a significant shift from an individualised approach to improving women’s advancement to senior leadership roles, to a systematic one, acknowledging that there are entrenched behaviours resulting in a lack of equity.

Systematic literature reviews, although reducing bias, must still be acknowledged to have inherent bias due to the inclusion and exclusion criteria used. There is a need for future research to provide more theoretical underpinnings to advance knowledge and for implementation and review of the proposed EQUAL framework developed from this study.

The authors highlight the continuing issues at play in organisations that act as barriers to women’s progress into senior leadership. This paper suggest that organisations may need to consider ways to move past a “business case” approach towards gender equity becoming embedded at all levels. Their proposed EQUAL framework provides a practical set of evidence-based activities to enhance this approach.

Covid-19 has caused many businesses to rethink their short- and potentially long-term workforce operations. The use of lateral flow serology can provide a clinically convenient approach for the assessment of prior infection with Covid-19. However, its widespread adoption in organisations seeking to use it to test for workforce immunity is controversial and confusing. This paper aims to explore the paradoxical dilemmas and dialectics immunity workforce testing creates.

This study involved capturing the ethnographical participation of a chief executive officer (CEO) dealing with the experience of managing the outcomes of Covid-19 workforce immunity testing. The aim was to take a snapshot in time of the CEO's empirical world, capturing their lived experiences to explore how management actions resulting from Covid-19 immunity testing can played out.

Providing staff with immunity tests at first glance appears sensible, decent and a caring action to take. Nevertheless, once such knowledge is personalised by employees, they can, through dialectic dialogue, feel disadvantaged and harbour feelings of unfairness. Subsequently, this paper suggests that immunity testing may only serve to raise awareness and deepen the original management dilemma of whether testing is a worthwhile activity.

This paper aims to be amongst the first works to empirically explore the workforce management challenges that arise within small businesses within the service sector following the completion of Covid-19 immunity testing of their staff. It seeks to achieve this via utilising the robust theoretical framework of the paradox theory to examine Covid-19's impact upon small business workforce management thinking and practice.

Organizational pursuit of sustainability in multi-tier supply chain systems operating in unpredictable environments is often associated with the emergence of paradoxical tensions. This study aims to summarize and synthesize existing literature on managing various paradoxical tensions in supply chains (i.e. sourcing, making, delivering and reverse logistics) as organizations pursue sustainability transformation. It also strives to motivate new academic research inquiry into developing responses to sustainability paradoxes.

The study draws on a systematic literature review of 73 papers from the Web of Science database selected at the intersection of paradox, sustainability and logistics/ supply chain management (SCM). Applying paradox theory as a guiding lens, we investigate organizational strategies, practices and capabilities described in the literature to navigate sustainability paradoxes in supply chains.

The results assert that the success of sustainability transformation will depend on an organizational ability to recognize, accept and navigate paradoxical tensions in one's supply chain. This requires developing the dynamic capabilities of paradoxical leadership, strategic agility, innovativeness, collaboration with contextualization and governance. Successful sustainability transformation is not reliant on finding an optimal, final design but rather the continuous balancing of tensions inherent within or across the organizations that make up one's supply chain.

The research offers an integrative conceptual framework to guide organizations in navigating sustainability paradoxes in supply chains, embracing strategic, practice and capability levels. It also outlines opportunities for future research inquiries connected to this framework that are needed to build additional insight for addressing paradoxical tensions related to the pursuit of sustainable supply chain management.

This study takes a dynamic capabilities approach to navigating paradoxical tensions in pursuit of sustainable supply chain management.