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This article provides a brief overview of some of the applied approaches being taken in four countries to deal with workplace bullying and serves as a preamble to the articles by Archer, Crawford, Lewis, Sheehan and Zapf in this section. The work undertaken by the Beyond Bullying Association in Australia and that of the Anti Bullying Centre in Dublin is discussed. Swedish legislation that addresses bullying and the ways that employers, unions, university researchers and voluntary sector organisations attempt to deal with bullying in the UK follows. The article concludes by mentioning the likely legal and economic implications for organisations and society.

Multi-risk environments pose challenges for rural and coastal communities in the Asia-Pacific region, particularly with regard to disaster risk management and climate change adaptation strategies. While much research has been published on disaster response and recovery for specific climate-related hazards in the region, such as cyclones, floods and droughts, there is a growing need for insight into how communities respond, recover and adapt to the multiple, intersecting risks posed by environmental, societal and economic change. This chapter frames the body of new research presented in this book from the perspective of multi-risk environments, paying particular attention to concepts central to the disaster response and recovery cycle, and rejecting the notion of a distinct boundary between climate and society. Further, this introductory chapter foregrounds the importance of cultural values, power relations, Indigenous knowledge systems, local networks and community-based adaptive capacities when considering resilience, recovery and adaptation to climate-induced disasters at the community and household level. Overviews of the research presented in this book demonstrate a diverse range of responses and adaptive strategies at the local level in case studies from Solomon Islands, Fiji, Cambodia and Samoa, as well as implications for policy, planning and management.

This chapter presents an exploration of the ways in which humanitarian non-government organisations (NGOs) and communities affected by the 2014 floods in Solomon Islands interpreted and responded to the disaster, identifying factors that assisted and constrained stakeholders in disaster response and recovery. The research investigates the extent to which communities were consulted and participated in NGO responses, and the factors which informed community–NGO relationships. A qualitative case study approach was used, employing interviews, focus groups and document analysis, guided by a reflexive discourse analysis and narrative inquiry approach, which places the focus of the study on the experiences of participants. Communities played very limited roles in NGO responses, especially non-dominant or marginalised sectors of society, such as youth, women and people with disabilities. Failure to respond appropriately to the differentiated needs of affected populations can exacerbate their risk of experiencing secondary disaster. The authors argue that there is a need to improve the inclusiveness of responses to disaster, engaging women, youth and people with disabilities in decision making in order to respond more appropriately to their needs.

The term “workplace bullying” migrated to the UK from Scandinavian countries in the early 1990s as an interpretation of persistent, offensive, abusive, intimidating, malicious or insulting behaviour, abuse of power or unfair penal sanctions which makes the recipient feel upset, threatened, humiliated or vulnerable, undermines their self‐confidence and which may cause them to suffer stress. This article traces the emergence of workplace bullying in UK media presentations, trade union publications, self‐help literature and academic discussions. An analysis is offered of whether workplace bullying should be considered a new problem, or instead whether it might be viewed as a new interpretation for an existing problem. I draw from qualitative interviews with bullied men and women to discuss how workers are deploying the concept of workplace bullying. My analysis demonstrates that “workplace bullying” supplies a helpful interpretation for a range of unfair practices, but that the current emphasis on persistent and/or harmful experiences should be problematised.

Workplace bullying has been a subject of increasing study in recent years, particularly in the UK, Scandinavia and Australia. Health effects of workplace bullying are often cited as an undesirable outcome of being bullied, yet these health effects have not been studied systematically. This study was small and exploratory. The overall aims were to explore support staff perceptions of the nature and causes of bullying, and to examine the perceived relationship between bullying and self‐reported health complaints.

A total of 100 self‐report questionnaires were sent via the internal mail system. Ten interviews were carried out with participants, who perceived that they had been bullied at work, to expand on the questionnaires.

A total of 42 employees responded, 19 reporting experiencing one or more forms of bullying in the previous two years, while 17 had witnessed colleagues being bullied. The top four bullying tactics ranked in terms of frequency of reporting were undue pressure to produce work, undermining of ability, shouting abuse, and withholding necessary information. When bullying occurred it was likely to be by a line manager. Major findings are that headaches, loss of confidence, loss of self‐esteem, fatigue/listlessness, and stress are the most commonly reported health consequences of being bullied, and that these syndromes are associated with a decrease in workplace morale, increased stress at home, and propensity to seek alternative employment.

This study, of bullying of support staff in a large UK educational institution, is a contribution to understanding the health implications of workplace bullying from the perspective of those bullied.

This paper aims to discuss the contribution that strategic human resourcing (HR) makes to organizational success and the crucial conversations that HR must orchestrate to truly fulfill its strategic role.

Strategic HR has the potential to modernize management practice, bringing it into line with the needs of the twenty‐first century organization. The paper acknowledges that while the role of strategic HR is understood, there is often a difference between this understanding and what happens in practice – the “knowing‐doing” gap. To show how this gap can be addressed it presents a case study of building strategic HR capability in a leading retailer. This case study defines strategic HR's role in the case organization and charts its evolution. The process of building strategic HR capability is described in detail, and components of the resulting strategic development plan demonstrate a staged process for embedding strategic capability in the HR team.

Strategic HR balances business demands with the needs of the organization and its workforce to adapt to change. Effective strategy builders facilitate conversations beyond the bounds of the HR team. They hold the organization's vision and work in the space between this and the organization's “current reality” to create a more sustainable future for all of the organization's stakeholders.

Building strategic HR capability is building HR business leadership. To lead their organizations, HR people must first lead themselves. The case study shows how HR people can build confidence and strategic leadership capability through a planned change process. It also shows how to build appetite and expectation for a strategic HR contribution among line colleagues.

The paper shows the critical importance of strategic HR leadership to today's organizations. It acknowledges that there is often a knowing‐doing gap for HR professionals and an “appetite” gap for line colleagues. Triumpha's strategic HR development framework shows how capability can be developed and put into practice to create a more sustainable future for all of an organization's stakeholders.

Explores the existing law in relation to bullying in the workplace and attempts to determine how effective it is in offering legal redress and protection to the victim. Considers whether it is time that the UK introduced specific legislation to deal with such behaviour, citing other European countries, particularly Sweden and Norway as possessing examples of potential legislation. Seeks to answer the question, should the UK follow their lead and legislate in this area?

To inform readers about these regional conferences that enhance the ongoing work of EDUCAUSE and to encourage the academic library and IT communities to share and communicate information and partner when opportunities avail themselves.

A report of the 2005 EDUCAUSE Southeast Regional Conference shared by one of this year’s EDUCAUSE Ryland Fellows.

Libraries are increasingly developing IT and digital solutions to most collection and service sectors of their work and dealing with many complex issues regarding technology.

By having this population of colleagues conferring with library staff the benefits to each constituency are more meaningful and richer.

In addition to the research and long‐term work, there are many opportunities to develop services, share equipment and expertise that are born out of these kind of conferences. Also a good way to become acquainted with colleagues in your area, region and allows for professional development and networking opportunities.

Expands horizons of librarians by bringing together IT personnel and administrators, teaching faculty, library administrators, library systems staff and other people interested in related academic and administrative computing issues.