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Discusses strategic human resource management (HRM) which emphasizes the importance of HRM policies and practices being integrated by a longer‐range HRM strategy, which in turn is an integrated part of an overall organizational strategy. Proposes an alternative, more overtly political, employment relations model with HRM policies and practices as negotiated outcomes which attempt to resolve the often conflicting expectations of a number of interested parties. Presents a study in which only one‐third of a sample of Australian HR managers reported that an HRM strategy had a great or moderately great impact on HRM within their organization, and there was no evidence that the impact of an HRM strategy resulted in a reduction of the direct impact of other factors. More important factors included legislation/regulation, industry characteristics, organizational strategy and objectives, top management priorities, organizational size and structure, and the impact of technological change. In addition, these factors impacted differentially on HRM practices and policies in areas such as recruitment, training, pay/ benefits and industrial relations. Suggests these results support the appropriateness of a broader employment relations view of the field.

In this study, scales were developed to measure the extent to which organisations exhibited “soft” or “hard” approaches to HRM, and the extent to which potential barriers to the effective operation of HRM were present. The sample comprised 549 employees, managers and HRM staff across a wide range of types of organisations in Australia, New Zealand, the USA, the UK and Canada. While the results supported the contention that HRM effectiveness can be achieved via both “soft” and “hard” approaches, several barriers to HRM take‐up were identified and there was little evidence that organisations generally operated HRM policies and practices that were seen as effective. Although very few differences between countries were found, the authors suggest the barriers identified and related ineffectiveness of HRM may be all the more detrimental to the competitiveness of Australian and New Zealand organisations in light of the recent economic downturn in the Asia‐Pacific region.

Purpose – Crime, criminals, the criminal justice system, and criminal justice system actors have traditionally occupied a prominent place in popular media. Comic books and graphic novels are no exception to this trend. Despite this, these media have received comparatively little attention from criminal justice scholars. This chapter seeks to explore the depiction of crime and justice in modern-era comic books and graphic novels.

Methodology/approach – Content analysis techniques were used to examine 166 individual comic books from the modern age (mid-1980s to present), including those compiled in graphic novel form. Particular emphasis was placed on issues of crime control and due process.

Findings – Clear criminal justice themes were seen across the sample, including an emphasis on crime control and crime prevention. Further, comic books featuring the individual characters of Superman and Batman portrayed opposing conceptions of justice, such as justified/unjustified use of force and a willingness to follow or break the law.

Research limitations – This research represents an exploration of the depiction of crime-related themes in comic books and graphic novels, but is by no means definitive. It would be useful to extend this research by examining other eras in comic book history as well as other comic book characters and publishing companies.

Practical implications – The public's perceptions of the criminal justice system ultimately affect societal views of the legitimacy of the system. Since legitimacy is a requisite for compliance, it is important to understand factors that may influence these perceptions. These may include comic books, graphic novels, and other popular media.

Originality/value of paper – Comic books stories and themes have long reflected the times. However, it is unclear how crime and the criminal justice system are portrayed in the comic book world. This chapter is an attempt to fill a gap in the extant literature by examining this often neglected form of popular media.

Social movement scholars have increasingly drawn attention to the process of “bridge building” in social movements – that is, the process by which activists attempt to resolve conflicts stemming from different collective identities. However, most scholars assume that social movements primarily attempt to resolve tensions among activists themselves, and thus that bridge building is a means to other ends rather than a primary goal of social movement activism. In this chapter, I challenge these assumptions through a case study of a “bridging organization” known as Bridge Builders, which sought as its primary goal to “bridge the gap between the LGBT and Christian communities” at a Christian university in Nashville, Tennessee. I highlight the mechanisms by which Bridge Builders attempted to facilitate bridge building at the university, and I argue that Bridge Builders succeeded in bridging (a) disparate institutional identities at their university, (b) “structural holes” between LGBT- and religious-identified groups at their university, and (c) oppositional personal identities among organizational members. As I discuss in the conclusion, the case of Bridge Builders has implications for literatures on bridge building in social movements, cultural and biographical consequences of social movements, and social movement strategy.

This case explores the turnaround and corporate renewal of the Chicago Blackhawks professional hockey team, which transformed from one of the worst-run organizations in all of professional sports in 2007 to one that won the Stanley Cup (the National Hockey League championship trophy) in 2010. W. Rockwell “Rocky” Wirtz was faced with making critical decisions shortly after inheriting the team from his father, who was the individual most associated with the organization's decline. The team faced financial trouble and had narrowly avoided missing payroll; the previous customer relations strategy (which included refusing to televise home games or to conduct effective marketing) had resulted in significantly diminished brand value; and management and player personnel were devoid of effective leadership. At its nadir, the team was named “The Worst Franchise in Professional Sports” by ESPN in 2004. After assuming control, Rocky embarked on an ambitious corporate renewal strategy that included the following components: leadership: install a new management team with clear goals and creative ideas about how to turn around the organization; culture: reward players for accomplishing their goals and establish a performance-based culture; financial: seek new corporate sponsorships and increase ticket prices once the team established a winning record; and brand and marketing: send a clear message that the team was intent upon winning the championship and design a customer-focused marketing strategy.

After analyzing the case, students should be able to: recommend strategic, financial, and operational changes needed to turn around the organization, and identify key leadership qualities that enable execution of a turnaround plan.

Hostile countermobilization is a crucial, yet relatively understudied, factor in radicalizing movement tactics and generating political violence. This chapter focuses on the movement–countermovement interactions between the Civil Rights Movement and the Loyalist movement in Northern Ireland to clarify the emergence and intensification of political violence in the 1968–1969 years. The interactions between the civil rights mobilization and the loyalist countermobilization created the conditions to fuel both protest-based and sectarian violence, setting the terrain for the eruption of the Troubles. Relying on quantitative data on the actors participating to contentious collective events, as well as original archival research, this chapter shows how the loyalist countermobilization activated mechanisms of object shift and tactical codependency that facilitated the emergence of radicalization in Northern Ireland.