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William Blackwood, the founder of the firm of the name, saw service in Edinburgh, Glasgow, and London before opening in 1804 as a bookseller at 64 South Bridge, Edinburgh. Blackwood continued in his bookselling capacity for a number of years, and his shop became a haunt of the literati, rivalling Constable's in reputation and in popularity. His first success as a publisher was in 1811, when he brought out Kerr's Voyages, an ambitious item, and followed shortly after by The Life of Knox by McCrie. About this time he became agent in Edinburgh for John Murray, and the two firms did some useful collaborating. Blackwood was responsible for suggesting alterations in The Black Dwarf, which drew from Scott that vigorous letter addressed to James Ballantyne which reads: “Dear James,—I have received Blackwood's impudent letter. G ‐ d ‐ his soul, tell him and his coadjutor that I belong to the Black Hussars of Literature, who neither give nor receive criticism. I'll be cursed but this is the most impudent proposal that was ever made”. Regarding this story Messrs. Blackwood say: “This gives a slightly wrong impression. Scott was still incognito. William Blackwood was within his rights. He was always most loyal to Scott.” There has been some controversy as to the exact style of this letter, and it has been alleged that Lockhart did not print it in the same terms as Sir Walter wrote it. Blackwood came into the limelight as a publisher when he started the Edinburgh Monthly Magazine in 1817, which was to be a sort of Tory counterblast to the Whiggish Edinburgh Review. He appointed as editors James Cleghorn and Thomas Pringle, who later said that they realised very soon that Blackwood was much too overbearing a man to serve in harness, and after a time they retired to edit Constable's Scots Magazine, which came out under the new name of The Edinburgh Magazine and Literary Miscellany. [Messrs. Blackwood report as follows: “No. They were sacked—for incompetence and general dulness. (See the Chaldee Manuscript.) They were in office for six months only.”] Blackwood changed the name of The Edinburgh Magazine to Blackwood's Edinburgh Magazine, and became his own editor, with able henchmen in John Wilson, Christopher North, John Gibson Lockhart, and James Hogg as contributors. It was a swashbuckling magazine, sometimes foul in attack, as when it told John Keats to get “back to the shop, back to plaster, pills, and ointment boxes”. Lockhart had a vigour of invective such as was quite in keeping with the age of Leigh Hunt, an age of hard‐hitting. The history of Blackwood in those days is largely the history of the magazine, though Blackwood was at the same time doing useful publishing work. He lost the Murray connexion, however, owing to the scandalous nature of some of the contributions published in Maga; these but expressed the spirit of the times. John Murray was scared of Blackwood's Scottish independence! Among the book publications of Blackwood at the period we find Schlegel's History of Literature, and his firm, as we know, became publisher for John Galt, George Eliot, D. M. Moir, Lockhart, Aytoun, Christopher North, Pollok, Hogg, De Quincey, Michael Scott, Alison, Bulwer Lytton, Andrew Lang, Charles Lever, Saintsbury, Charles Whibley, John Buchan, Joseph Conrad, Neil Munro—a distinguished gallery. In 1942 the firm presented to the National Library of Scotland all the letters that had been addressed to the firm from its foundation from 1804 to the end of 1900, and these have now been indexed and arranged, and have been on display at the National Library where they have served to indicate the considerable service the firm has given to authorship. The collection is valuable and wide‐ranging.

The purpose of this research is to capture organisational barriers that can inhibit energy reduction in manufacturing. Energy consumption is a significant contributor to the economic and environmental components of industrial sustainability, and there is a significant body of knowledge emerging on the technical steps necessary to reduce that consumption. Achieving technical success requires organisational alignment, without which barriers to energy efficiency can be experienced.

The research uses a theory building–theory testing cycle to propose and then verify existence of barriers to industrial energy efficiency. Literature review is used to build potential organisational barriers that can arise. The existence of barriers is then verified in industrial energy reduction projects using interview, observation and document analysis. Findings are validated by company staff.

From the literature barriers that can be related to energy reduction, projects are uncovered. The generic and energy reduction-specific barriers are confirmed and two new barriers are identified. A cognitive map linking the relationships between all the barriers is proposed.

The research is built on detailed examination of a number of projects in a single company and work is needed to verify the findings in companies of different size and different industrial sector.

The list of barriers created can support industry in preparing for and undertaking energy efficiency projects. The cognitive map proposed will help industry and academia understand why removing current prominent barriers can lead to surfacing of new barriers.

The novelty of this research is in both the creation of a list of organisational barriers for energy efficiency as well as identifying the relationships between them. The work brings generic change management barriers to enhance the specific energy reduction barriers together into a broader collation of barriers as well as uncovering new barriers. The work proposes a cognitive map of industrial energy efficiency barriers to demonstrate their interrelationships.

Outlines the results of research into the strategic concerns of top management in mid‐ to large‐size European corporate organizations. Four key levers for the successful management of international business have been identified. It is important to: create a high quality dialogue within the top management group; reach agreement as to what sales and marketing mean for the business; handle correctly the planning and target‐setting process; manage carefully sensitive interfaces across Europe. Concludes that, although national differences in approach among European managers are highlighted, the same key levers are essential for effective business performance, irrespective of nationality.

Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this.

Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed.

Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed.

The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance.

Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.

The paper aims to provide managerial recommendations for implementing circular economy (CE) principles in both organizational and interorganizational contexts, including when using digital tools, such as building information modeling (BIM) and blockchain. Drawn from the construction sector in the Netherlands, the findings can be generalized to similar sectors where a company may receive multiple inputs as part of its supply chain augmented by digital technologies.

Design addresses the research question: what are the strategic and tactical approaches of organizations on the CE pathway? Sub-questions target initiatives pursued by participants, and look toward information, roles and functions for supporting the CE process. Applying a multiple-case study approach (21 semi-structured interviews with 29 participants) the paper explores strategic initiatives of construction companies implementing CE pathways. The strength of the research design comes from facilitation of rich and deep qualitative insights from Netherlands-based managers embedded within global supply chains contributing to conceptual mapping. A limitation is data from one country (though representing both national and multinational companies).

Interviewed managers share guidance for production-related construction companies anchored in materials and product design. Recommendations include to (1) develop both internally and externally the awareness of CE amongst leaders, (2) communicate with internal and external stakeholders for shared vision across the supply chain, (3) start with pilot projects, and (4) ensure product data-integration for CE business models through computer modeling and blockchain for decision-making processes, choices of materials, business model coordination and product (re)design. Continuous learning about CE roles and responsibilities amidst organizational process restructuring is required throughout linear to CE transitions. Extending the time for the CE principles evaluation process would allow for reconsideration of decisions made for CE implemented projects.

A novel CE gameplan with a hurdles and recommendations checklist provides an operational interface with decision making points between internal factors for the host organization and external supply chain partners.

School gardening and garden-based learning (GBL) have gained great popularity in recent years, and the COVID-19 pandemic forced many educators to think creatively about safe, outdoor education. Scholarship from diverse disciplines has demonstrated the positive impact of GBL on student learning, attitudes toward school and various health outcomes. Despite widespread interest in school gardening, GBL remains absent from most teacher education programs. This is a critical disconnect, as teacher education programs deeply inform the pedagogy of future teachers. In this article, the authors discuss an independent study course for pre-service teachers designed to bridge this gap and share the perspectives of the future teachers who completed the course.

To understand and evaluate the experiences of the preservice teachers engaged in the GBL independent study course, the authors conducted an exploratory qualitative case study.

The authors argue that GBL curriculum integration in teacher education programs, along with garden-focused PDS partnerships, can be powerful levers in expanding gardening initiatives and preparing pre-service teachers to garden with their future students.

The authors also provide GBL suggestions for universities and partnership schools.

New Zealand is widely recognised as extreme in its New Public Financial Management reforms. Scrutiny of the reformed financial management system reveals its consistency with a controversial political agenda: trade liberalisation of even core social services such as social welfare, health and education. Further, the detailed requirements are systematically biased towards withdrawing from government services (by running them down) and/or privatising them (by artificially inflating reported costs, thus projecting an appearance of inefficiency). The legislation underpinning the New Zealand model was shepherded through parliament by a Minister of Finance who publicly opposed exposing social services to market forces. Drawing on archival records, this article provides a historical account of how this legislation came into being. The legislation handed key levers of power to extend the reforms to the Treasury. Particular attention is paid to the friction within the government of the time over extending the reforms to social policy, and the role of the Treasury. Possibly, some ministers who drove the reforms through did not appreciate their nature. Alternatively, the handover of the levers of power could be perceived as an attempt to avoid blame.

The purpose of this paper is to describe four levers that managers can use to effectively implement strategy.

Draws on the performance management literature, in particular Simons' levers of control framework, to describe and illustrate practical examples of diagnostic, belief, boundary, and interactive controls.

To fully realize the potential of their firm's strategy, managers need to get the levers to work in concert. Failure to accomplish this may result in underperformance, a loss of reputation, or even extinction.

To successfully implement their firm's strategy, managers must: get employees to buy into the firm's belief system; delineate those activities that may place their firm in jeopardy and declare these off limits to employees; communicate strategy to employees by developing metrics, setting targets, and aligning incentive; and become personally involved in those decisions which relate to strategic threats and opportunities in order to shape the firm's future direction.

Provides current examples of each of the four levers and articulates how they need to inter‐relate with one another.

This paper aims to explore the purpose and outline the key features of Liverpool Football Club Foundation’s County Lines (CL) programme and how principles of collaboration and co-production can be implemented to educate children at risk of entering the youth justice system.

This paper reviews the findings from a 12-week CL intervention programme in 14 secondary schools in the Liverpool City Region between 2021 and 2022. The programme was designed in collaboration with funders, partners and participants and aimed to improve knowledge of, and change attitudes towards CL and its associated harms, including knife crime and child exploitation.

Knowledge and attitude changes were measured across 12 indicators, with positive changes recorded for each indicator. Perhaps of most interest to those working in the sector was the recorded success in obtaining consistent attendance from beginning to end with very little erosion of engagement. This suggests that the content and method of delivery was successful in engaging harder to reach young people to make positive change.

To the best of the authors’ knowledge, this study is the first of its kind to examine how collaboration and co-production (two of the five principles of the Serious Violence Strategy 2018) can be implemented by a football charity and its partners to educate children in a local community on the harms of CL.

This study aims to explore how firms can configure their organisational architectures in ways that limit ethical transgressions of their corporate political activities (CPAs).

This conceptual work is informed by existing research into organisational architecture and ethical decision-making, combined with illustrative examples of firms’ political actions derived from secondary and primary data sources.

Findings suggest that the ways that firms assign decision-making authority and design performance management systems can, depending on their combined configuration, either help or hinder the promotion of ethical CPA practice.

The study provides practitioners with a useful tool for reflecting on the organisational levers they can pull to shield their firms from the financial and reputation damage associated with objectionable conduct in their political activities.

Whilst previous research studies emphasise the importance of statutory guidelines, self-regulation or corporate codes for promoting ethical CPA, this study argues that organisational design is an important yet overlooked antecedent of a firm’s ability to practice CPA ethically and responsibly.