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The purpose of this paper is to examine mechanisms for managing the transition from school/college/work to university for disabled students

A research project using a case study methodology in a UK university department was conducted over a four year period

The paper finds that it is important that students with a disability who enter university identify themselves as early as possible so that appropriate adjustments can be made where required to teaching, assessment and pastoral care. It is also important that the transition to university is appropriately co‐ordinated both centrally by university wide disability support services and within the relevant university department. Ideally there should be anticipation of adjustments that may be required by the students with a disability.

Although the case study reported in this paper focusses on just one university department, the number of students with a disability entering UK higher education is likely to increase and higher education institutions need to be aware of the adjustments that may potentially be required, as well as the timeliness of such adjustments.

In previous decades few students with a disability have attended university in the UK. However, growing numbers of such students are now attending university, but thus far little, if any research has been conducted regarding the adjustments that may need to be made for such students.

This paper discusses the lives and contributions of five key members of the Management History Division: Arthur G. Bedeian; Alfred A. Bolton; James C. Worthy (now deceased); Charles D. Wrege; and Daniel A. Wren. Each has proved himself a teacher and intellectual leader in matters of fundamental concern to management history.

This paper aims to study the role of non-corporeal Actant theory in historical research through a case study of the trajectory of the New Deal as one of the foremost institutions in the USA since its inception in the early 1930s.

The authors follow the trajectory of the New Deal through a focus on Vice President Henry A. Wallace. Drawing on ANTi-History, the authors view history as a powerful discourse for organizing understandings of the past and non-corporeal Actants as a key influence on making sense of (past) events.

The authors conclude that non-corporeal Actants influence the shaping of management and organization studies that serve paradoxically to obfuscate history and its relationship to the past.

The authors drew on a series of published studies of Henry Wallace and archival material in the Roosevelt Library, but the study would benefit from an in-depth analysis of the Wallace archives.

The authors reveal the influences of non-corporeal Actants as a method for dealing with the past. The authors do this through the use of ANTi-History as a method of historical analysis.

The past is an important source of understanding of the present and future; this innovative approach increases the potential to understand.

Decisions are often black boxes. Non-Corporeal Actants are a new tool with which to see the underlying inputs of choice.

The purpose of this paper is to trace Douglas McGregor's Theory Y thinking back from pre‐industrial revolution philosophers up through McGregor and his contemporaries and to explore how Theory Y evolved after its introduction.

This is a review article relying on literature reviews and synthesizing concepts and ideas from related sources.

This article examines the emergence of Theory Y as one of the hallmark relationship management principles of the last half of the 20th century. McGregor stands in a unique place in management history. He has one foot in the early human relations movement, and another foot in the movement of scholars who advocated a heightened awareness of management's responsibility for the human side of employer‐employee relations. McGregor serves as a true facilitator for growth and advancement in the field of management, in general, and human relations, in particular.

This paper holds value to management scholars and practitioners in its utility as a means of tracing the evolution of one of the most important management concepts of the last half of the 20th century. While it may lack in originality (a flaw in many historical reviews) it certainly addresses important issues and provides a path for understanding the development of a key management concept (Theory Y).

This 30th volume of “Research in Economic Anthropology” (REA) consists of 13 original chapters focusing on various aspects of economic organization and behavior, most of which are based on empirical fieldwork conducted by the respective authors themselves. The volume has three parts. Chapters in Part I focus on development and inequalities – common and important themes in economic anthropology. Part II, in concentrating on market expansion and marketing in general, continues the theme of Part II of Volume 25 in the REA series (Wood, 2007, pp. 4–7). The final section – Part III – consists of three chapters that are concerned with economic activities and group or individual identity. The volume ends with a review by James R. Stanfield of a new book about the continuing relevance of Karl Polanyi's famous 1944 book, The Great Transformation, edited by Chris Hann and Keith Hart.