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Leisure counselling is a fresh and, as yet, relatively underdeveloped, therapeutic approach to a range of emotional stressors, with work‐stress prominent amongst them. Having identified a triad of approach strategies: distraction, anticipation and confrontation, this study seeks to root them theoretically and practically within cognitive‐behavioural, psychodynamic, role‐adaptive and humanistic research findings.

The humble suggestion scheme can be a creative resource and a springboard for transforming an organization. However, we know that very few of them are! Takes a novel, situation‐based look at creativity and, with a mix of theory and pragmatism, outlines a strategy for encouraging and directing creativity for organizational good and individual reward.

The counsellor‐manager needs searching insights into the inner workings and hidden systems of the organization. Focuses on nine such areas of organizational concern, namely: partnerships; inverted authority; gatekeepers; marginality; isolation; insulation; interdepartmental and individual rivalry; facet subordinate; and motivation and objectives. The choice of these provides insight‐building opportunities, and their ordering maps provide a useful conceptual process.

This author reflects on her academic career spanning three decades as a Black woman in higher education. Ironically, the elders' sayings she heard and detested as a child resonated throughout her career. While in eighth grade, her grandmother admonished her for being deceptive and trying “to pull one over” on her and said that this author would need “to get up ‘fore day in the mornin’” to accomplish that feat. “Fore day in the mornin” must have been the time before her grandmother was fully alert, astute, and had the most clarity. For Black women to succeed in the academy, we must remain alert and recognize when faculty, administrators, and students attempt to pull one over with microaggressions and other forms of resistance. Microaggressions and resistance were perpetrated across race and gender lines, and occasionally by those who look like her. Having been reared in urban and low-income communities, the author acknowledged the investments she received throughout her schooling and career from both members of the academy and from Black communities. Consequently, her mission to improve outcomes in schools and communities, much like those in which she grew up, has not changed in 33 years. Understanding race and culture in self-definition and identity are discussed, followed by embracing opportunities and return on investments. There are increased calls for reciprocal and culturally responsive mentor–protégé relationships and successful strategies for tenure and promotion. The author makes meaning of both successful and challenging critical incidents in the academy.

In recent years, the issue of human trafficking has become a key component of a growing number of corporate social responsibility initiatives, in which multinational corporations have furthered the pursuit of “market based solutions” to contemporary social concerns. This essay draws upon in-depth interviews with and ethnographic observations of corporate actors involved in contemporary anti-trafficking campaigns to describe a new domain of sexual politics that feminist social theorists have barely begun to consider. Using trafficking as a case study, I argue that these new forms of sexual politics have served to bind together unlikely sets of social actors – including secular feminists, evangelical Christians, bipartisan state officials, and multinational corporations – who have historically subscribed to very different ideals about the beneficence of markets, criminal justice, and the role of the state.

The purpose of this paper is to examine the evolution of a sustainability network at a large California public university, as an example of organizational change.

The paper combines participant observation and case study techniques over a three‐year period. From 2007 to 2010, the author helped found the university's Institute for Sustainability and sat on both the Institute's first Advisory Board and the university's first Core Green Team. The author also interviewed 19 key informants to the sustainability network, including upper administrators, physical plant management (PPM) staff, faculty, and students.

This campus sustainability initiative evolved over three decades in three phases. Phase I evolved from the 1980s in facilities management and student recycling because of changing environmental demands, the 1994 Northridge earthquake, and strong leadership who believed in developing human resources. In Phase II, faculty and Academic Affairs established the Institute for Sustainability. Phase III examines the current state at May 2010. Forces driving change include leaders' core values, incentives, communication, and community outreach. Forces inhibiting change relate to funding, information, policies, shared values, time, and training. Key informants defined success in campus sustainability as actions which: increase efficiency (and reduce waste); educate and prepare graduates for a fundamentally different world; achieve broad‐based support; and improve the university's sustainability image.

This study points to at least four avenues of future research. One, scholars interested in more completely revealing their organization's sustainability network can map it using social network analysis techniques. Two, scholars could seek to answer the extent to which a campus institute becomes a center of gravity or an excuse for others to step away. Three, scholars can directly measure the four parameters of success respondents in this study identified (increase efficiency/reduce waste, educate/prepare graduates, achieve broad‐based support, improve image). And four, scholars can examine how an organization's commitment to recycling affects its image.

This paper provides a longitudinal look at the evolution of a campus sustainability network. It highlights how sustainability efforts evolve in different parts of the university at different rates, and in the present case how PPM and facilities planning influenced Academic Affairs to embrace sustainability.

The purpose of this paper is to provide an evaluation of public sector research in the 1998–2018 period.

The paper uses the extant literature of this era to study the theorisation of, and the findings of, public sector research.

This is a vibrant field of a study in a wide range of study settings and with many interdisciplinary studies. The influence of new public management is pervasive over this period. There are numerous instances of innovations in study settings, in key findings and the approach taken by investigators.

This is not a comprehensive review of all literature in this period.

This study also explored the relevance of academic research of this era to policymaking by governments.

This paper offers a distinctive critique of theorisation of public sector accounting research. It reveals the dominant theoretical reference points in use during this period and observes the increasing tendency for theoretical pluralism to investigate complex study settings.