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The purpose of this paper is to discuss outcomes of a service redesign, involving an Intensive Support Team (IST) for adults with learning disabilities and challenging behaviour, working in conjunction with a Community Learning Disability Service (CLDS).

Two IST staff were physically based as “Inreach workers” within a CLDS for six months. Inreach workers provided support with existing resources and consultation for specific clients presenting with challenging behaviour. CLDS staff confidence, understanding and implementation of existing challenging behaviour resources was evaluated before and after service redesign. An online questionnaire was used to gather further data relating to experiences of the Inreach project.

CLDS staff confidence, understanding and implementation of existing challenging behaviour resources increased over the six-month inreach period. Questionnaire results indicated CLDS staff found Inreach support to be beneficial, having a perceived positive impact for clients, and providing clarity on the skills and resources provided by the IST.

The long-term effects of this pilot have yet to be established. Consideration is given to how demand characteristics may have influenced CLDS responses.

Careful consideration should be given in terms of how ISTs interface with CLDSs. ISTs may consider being based physically within CLDSs, to provide more readily accessible support.

Providing CLDS staff with more accessible support from ISTs may increase the effective implementation of available resources for adults with learning disabilities and challenging behaviour.

As issues around refugee rights have come to public attention following the surge in asylum application in Europe in 2015, several responses have been developed by universities in England to extend the welcome to refugees in both local communities and on their campuses. While some institutions act on their own, others have created social relationships and collaborations with local and national third-sector organizations, on which they can rely for their experience of working with and access to refugees and other forced migrants, in return offering their expertise and resources. The purpose of this chapter is to describe one such collaboration setup to support refugees residing in the City of York, in the North of England, UK. While not perfect, the York university–community partnership for refugees is a successful one, delivering tangible benefits for all the interested parties – most importantly, for the forced migrants themselves. Within this chapter, the partnership’s origins, its evolving aims and objectives, and the current outcomes of the collaboration are discussed. The chapter concludes by offering perspectives on the reasons why the partnership became successful, as well as acknowledging its challenges and limitations, drawing valuable lessons for both higher education institutions and community organizations in other parts of the world.

Purpose: We respond to a call for studies of “embodied experiences of stigma in context” by investigating how transgender embodiment shapes perceived needs for access to and experiences of “sex-specific” cancer screenings (SSCS) (e.g., breast and prostate exams, Pap smears) in the North American healthcare system.

Design/Methodology/Approach: We analyze data from semistructured interviews with a diverse sample of 35 transgender-identified adults. Based on thematic narrative analysis, we explore four themes in relation to embodiment: discrimination; discomfort and hyperawareness of genitalia; strategic reframing and active management; and SSCS health care encounters as positive and gender affirming.

Findings: In relation to SSCS, transgender individuals experience discrimination, do emotion work, and actively manage situations to obtain needed health care, and sometimes forego care because barriers are insurmountable. Health care providers' responses to transgender embodiment can disrupt health care encounters, but they can also facilitate access and create opportunities for affirmation, agency, advocacy, and new forms of interaction. Embodiment- and gender-affirming interactions with health care providers, which varied by gender, emerged as key influences on participants' experiences of SSCS.

Research Limitations/Implications: Our sample primarily includes binary gender-identified individuals, and while our interview guide covered many topics, the SSCS question did not explicitly reference testicular exams.

Practical Implications: Cancer prevention and detection Cancer prevention and detection require health care professionals who are prepared for differently embodied persons. Preventive cancer screenings are not “sex-specific”; they are relevant to individuals with medically necessary needs regardless of gender identity or embodiment.

Social Implications

Originality/Value: Few medical sociologists have focused on transgender embodiment. Findings enhance our understanding of how transgender embodiment and minority stress processes influence access to needed SSCS.

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.

The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.

Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.

The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.

This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

It is some years since I submitted a thesis on The Financial Effects of Labour Turnover, which was subsequently published in abbreviated form. I am obliged to M E Orton, therefore, whose writing in the Summer Journal encourages me to return to this old stamping ground and to clear up a long‐standing confusion — especially as his article in this Review so usefully reviews concepts and does not rehash old figures.

This study aims to examine the influence of employee performance appraisal (PA) formalization on changes to one component of the employee–leadership social exchange relationship within the context of small and medium-sized enterprises (SMEs). Specifically, it builds upon extant research on human resource management within SMEs, performance appraisals and social exchange theory to consider the role of performance appraisal formalization in effecting change in the level of trust employees have in their leaders.

To test study hypotheses, this study analyzes responses to two survey waves completed by employees of a US-based SME operating within the commercial construction industry. This SME formalized the PA process in between the administration of the first and second surveys. Study data were analyzed using hierarchical ordinary least squares regression.

The results of this study suggest that the formalization of PA has a positive effect on change in trust in leadership (TIL). Study results also suggest that employee perceptions of PA utility, procedural justice and satisfaction with the PA process are positively related to changes in TIL. This study also found that the effects of employee perceptions of PA utility and procedural justice on changes in TIL are mediated by employee satisfaction with the PA process.

As a consequence of study design, the results found in this study may be limited with respect to their external validity. Researchers and practitioners are encouraged to use caution before generalizing study findings to other contexts.

This study suggests that PA formalization represents a means of increasing employee trust. Moreover, study results suggest that SME leaders hoping to increase employee TIL should be thoughtful about how they implement the PA process, paying particular attention to the usefulness of the feedback they provide and ensuring that the process of PA is viewed as being fair by employees. In doing so, SME leaders will enhance their employees’ satisfaction with the PA process, thereby increasing the trust they place in SME leadership.

This study extends research by considering the consequences of PA formalization with respect to changes in SME employee TIL. In doing so, this study heeds calls for additional research on the consequences of PA within SMEs, as well as sheds light on how PA formalization shapes the relationship between SME employees and leaders.

This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.

The D.O.T. Team Model is a dynamic team model developed to integrate and expand key concepts from open systems – contingency and dynamic congruence, transformational leadership, and learning organizations. The five dimensions of the D.O.T. Team Model consist of purpose, people, partnerships, process, and performance. The D.O.T. Team Model is most applicable where subjective measures are used for high performing teams. This model transcends the existing team performance theory and provides a basis for future researchers to build onto the continuing evolutionary changes in team performance.

The D.O.T. Team Model is a comprehensive and holistic approach for knowledge‐workers to achieve high performance. This model is grounded in theory and by applying the five dimensions (purpose, people, partnerships, process, and performance) this model enables optimum fit with a high‐performance team's organization and environments – allowing knowledge‐worker members to effectively respond to dynamic changes and enhance its team and organizational performance.

The article is particularly relevant to practicing knowledge‐worker leaders and team members that operate in a dynamic environment requiring a high‐performance team that can rapidly adapt and respond to change. The D.O.T. Team Model creates an understanding of the organizational and environmental dynamics necessary to achieve a high‐performance team capable of operating in this dynamic environment.

Practitioners will find the information in the article extremely useful in helping to understand how the D.O.T. Team Model can assist them in creating the proper fit with a high‐performance team's organization and environment. The significance of the D.O.T. Team Model was demonstrated by two highly‐recognized teams from both the public and private sectors whose performance philosophy mirrors the dimensions of the D.O.T. Team Model.

The purpose of this chapter is to discuss how routine violence seeps into the interstices of social life. Routine violence is part of a continuum of violence that extends from intimate violence to large-scale wars. It is gendered/racialized/classed and it is often invisible because it is normalized in everyday life.

Using cases from India we illustrate facets of routine violence and then use the frame to discuss some examples from the United States.

We discuss the social implications of routine violence including the significant harm on large sections of people in today’s world.

We meld theoretical discussions about violence associated with states with scholarship on violence against women; we use Indian activists’ concepts of routine violence and examine routine violence in the United States.

Many scholars and practitioners consider development to be as much an institutional and organizational phenomenon as it is an economic one. Among other elements, civil society is a key determinant of a country’s level of social capital. Important links appear to exist between a robust associational milieu and the effective operation of democracy. However, the role of civil society organizations in human development has only recently gained attention.