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Discussions about progressive gender reform across Melanesia highlight the need for more gender-inclusive policies and improved conditions for women and girls throughout all sectors. However, for many of these countries, attempts to address the problems are marred by insufficient resources and low prioritization of the issue and traditional, cultural and religious perspectives about gender and gendered roles. This article discusses how police responses are coordinated to address domestic and family violence (DFV) and provides a critical reflection on both internal responses and the complexities of multi-partner operations beyond urban spaces.

This article draws on the findings from a stakeholder engagement focus group with 20 participants from four Melanesian countries – Fiji, Papua New Guinea, the Solomon Islands and Vanuatu – to provide insight into policing innovations in rural contexts.

There is a need for improved multisector partnerships, increased police presence and greater reliance on indigenous strategies to improve responses to DFV in resource-constrained contexts.

The article provides insight into an under-researched area and makes recommendations for improving responses to DFV in rural areas in small-island developing states.

Much research has focused on the police response to domestic violence; however, relatively little research has considered performance differences of various types of police officers. Although there has been widespread adoption of community policing by police departments across the country, it is not conclusive as to whether units with a specific community policing philosophy perform better than traditional units when handling domestic violence calls. The current study addresses this issue by analyzing the factors associated with victim participation; specifically, do officers and detectives operating under a specific community policing mandate produce higher rates of victim participation? Bivariate and multivariate analyses indicate that victim participation rates did not differ by a community policing orientation; rather, situational factors exert the strongest effect on victim participation.

Social capital is used as a theoretical framework to reveal the importance of relationships between officers and their supervisors for performing community policing. It is expected that officers with higher levels of social capital will accomplish more community policing than their peers who have lesser amounts of trust, cooperation, group cohesion, and social support in their work relationships. Using data from the Project on Policing Neighborhoods, two measures of community policing were developed. Results from negative binomial and zero‐inflated negative binomial regression models did not support the premise that police social capital is related to officer performance of community policing. Instead, officer performance varied significantly according to the department in which the officer worked, whether officers were assigned to be community policing specialists, and their levels of tenure. Implications of these findings are discussed in terms of organizational factors that promote or hinder the implementation of community policing.

This paper seeks to investigate what victims of domestic violence expect police to do for them, and how these expectations subsequently influence their levels of satisfaction.

Structured interviews with 222 victims of domestic violence were conducted by staff from an integrated community‐based service delivery agency in Cardiff, Wales. Multivariate analyses were performed to reveal the factors that contribute to domestic violence victims' satisfaction with the police.

Consistent with the expectancy disconfirmation model, results indicate that the most important determinant of satisfaction is the extent to which victims' expectations about police behaviour and demeanour are fulfilled.

The results of this study and implications for police policy are discussed.

This paper describes the current state of policing in Norway. Interview data were collected from police administrators, police academy instructors, and police recruits. In addition, observational data were collected from patrol ride‐alongs. The organizational structure of Norwegian police at the national level; individual police stations; police recruitment and training; traffic regulation, law enforcement, order maintenance and crime prevention; and police‐public interactions in Norway are discussed. Distinct features of the Norwegian police include a flat hierarchy, strong union influence, and informal selection methods, all of which derive from the unique sociodemographic and geographic landscape of Norway combined with the influence of British and European models of policing.

At midnight on Thursday, 26 March 2020, the South African government ordered a three-week lockdown in response to the COVID-19 pandemic and subsequently extended this lockdown for a further two weeks until the end of April 2020. Among other measures, businesses not classed as “essential” had to cease operation. This meant that Jonathan Robinson, founder of the Bean There Coffee Company had to close his trendy Cape Town and Milpark coffee shops, as well as the company’s hospitality and corporate business. At the same time, Bean There’s costs increased by 25%, as the rand: dollar exchange rate worsened substantially. A glimmer of hope was that the company was able to continue roasting coffee and supplying its retail clients. Unlike most captains of industry, Robinson was not driven by the bottom line and clamouring shareholders. His corporate strategy was driven by a single, simple purpose: to achieve ethical sustainability aspirations while still running a profitable business. The question for him now, however, was how to ensure that his company could survive in the short term, so that it could achieve these goals in the longer term, and whether he could take this opportunity to think about whether his business was best positioned to achieve these goals when things returned to normal.

The learning outcomes are as follows: conduct a thorough analysis of a specific company and its industry, including its markets, competitors, and other aspects of the internal and external business environment, using a range of tools, including a Business Model Canvas (BMC), SWOT analysis and PESTLE analysis; analyse and explain the market outlook of a company; identify and analyse a company’s competitors; discuss and explain a detailed implementation plan showing the way forward for a company, considering its current challenges, including integrating a range of conceptual and analytical fields of knowledge to assess a management dilemma, and arrive at a creative and innovative management solution; and be able to present information and defend substantial insights and solutions to a management dilemma in oral and written modes, appropriate in standard for both the academic and business communities to analyse and appreciate.

Postgraduate Diploma in Management, MBA, Masters in Management, Executive Education.

Teaching notes are available for educators only.

CSS 11: Strategy.

Ever since our cognitive make-up allowed it, human beings have used their information behaviour abilities to help them survive. Information behaviour evolved in response to the need by early humans to benefit from information that could not be immediately accessible in the nearby environment or obtained through communication. Humans developed an information behaviour ability, including processes of information sense making, foraging, seeking, organising and using. Information behaviour brought several benefits to early humans, including greater influence and control over their environment, and the degree in which they could use the environment for their own gain and survival. Information behaviour thus brought several advantages for the survival of early humans, and consequently emerged as a genetically favoured trait (Spink, 2010).

An employee engagement/disengagement typology is presented to visually illustrate their possible constructive and destructive effects within the workplace, and identify some of the contextual drivers that may lead to these occurrences.

A narrative literature review was conducted during 2020–2023 to gain a comprehensive overview of employee engagement and disengagement processes and theories since 1990. Content analysis enabled the findings to be grouped into their destructive and constructive behavioural effects to produce a new typology.

The typology shows that not all employee engagement is constructive and that not all disengagement is destructive. This more accurately reflects organisational life. Destructive employee engagement in particular, demonstrates that there can be “too-much-of-a-good-thing”.

The typology may help inform future research designs to further understand the impact of contextual factors on both constructs, the pluralist interests involved and which interventions are likely to encourage constructive engagement and disengagement within specific contexts.

It is recommended that employee engagement and disengagement are incorporated into leadership and management training and that practices to foster constructive employee engagement (or permit temporary constructive disengagement to allow recovery) endorse the principles of mutuality and reciprocity. Interventions to prevent destructive employee engagement and disengagement are also advisable, particularly when there are adverse internal and external contextual issues which risk disengagement.

The typology is the first to classify engaged and disengaged behaviours within the workplace across two dimensions. In doing so, this helps to evaluate employee engagement and disengagement theory by challenging the normative assumptions held within these constructs. This categorisation more accurately represents both constructs and visually illustrates that within the workplace, not only is employee engagement sometimes destructive but also that sometimes disengagement is constructive. Furthermore, it demonstrates that purposive destructive employee disengagement responses may be passive or active.

The purpose of this paper is to “read across” a sample of domestic homicide reviews (DHRs), mental health homicide reviews (MHHRs) and adult practice reviews (APR) to identify the cross-cutting themes.

The study involved a qualitative comparative analysis of 20 Welsh reviews: 10 DHRs, 6 APRs and 4 MHHRs. Each review was triple coded by a multi-disciplinary team of researchers (representing criminology, social work and law).

Five overarching themes were identified from this diverse sample of cases: crossing boundaries, including transitions between services and geographical boundaries; hoodwinking, where there was manipulation of the presentation of self; faulty assessment, which was not always holistic and only based on certain aspects of behaviour; tunnel vision, resulting from the initial underpinning narrative rarely being challenged; and knowledge, with certain types being privileged over others, especially professional over that of families and para-professionals.

Further research into death reviews should adopt a comparative, multi-disciplinary approach.

The research highlights the possibility for duplication across the different types of reviews. Further, it suggests that review processes could be streamlined.

Five cross-cutting themes have been developed through the very first study “reading across” three types of reviews (DHRs, APRs and MHHRs). Findings suggest the need for streamlining review processes and highlight the importance of adopting a multi-disciplinary perspective when researching death reviews.