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Green purchasing has seen an increase of attention from researchers but as yet few case studies are available. The responsibility being placed on local councils to consider not only the economic but also social and environmental impacts sets a new agenda. Both these changes suggest a new role for local government purchasing, one which embraces “greening”. This paper outlines the green purchasing strategy adopted by Belfast City Council set against a local government background. The case demonstrates an integrated approach to achieving objectives relating to local economic development, environment and purchasing.

This paper aims to report lessons learnt from six countries in addressing financial crises; what they have done and the impact. It is intended that these lessons are constructive in shaping responses to the current and future financial crises.

A multiple, mini case study approach is taken which makes use of social media.

The findings suggest that the strategy being pursued within the UK for addressing the financial crisis is generally untested and therefore high‐risk. The evidence cautions that local recovery can be expected to be significantly longer than one political cycle, that social impacts will be greater than expected, and there is over‐optimism in some of the strategic tools being adopted in the UK's deficit recovery.

Those participating, while in senior roles, were being asked to answer big questions, and although there is no reason to believe they were not answering truthfully, there are limits to what they could have reasonably been expected to know.

The research provides lessons for local government on how their international peers have responded to the financial crises. The intention is these international lessons will help central and local government shape timely, effective and appropriate responses, while minimising costly mistakes. It is also hoped the lessons will serve as a “reality check” for policy makers.

The research also suggests there is a high risk that existing policy may be ambitious and have unintended adverse social implications.

The research approach is innovative in its use of social media. The research probes the impact on councils of financial crises at a local level and reports unintended consequences which might not otherwise have been identified. Lessons from other countries' responses may also be of benefit in developing future responses.

This chapter weaves the finding from the previous chapters together to explain how perceptions of and responses to a pandemic are not static but change over the course of the pandemic and in between the governance and social welfare structures of the nations they affect. We consider the cross-national differences in outcomes and relate these to a variety of strategies used to curb the pandemic’s spread. We then conduct a series of analyses that examine our underlying arguments using data collected in November 2023, approximately 6 months after the pandemic was declared to be over. We find that compliance with health-protective recommendations is correlated with positive health outcomes. Specifically, we investigate how compliance correlates with the number of times an individual became ill with COVID-19. We then use variables discussed throughout the book to investigate how these factors correlate with complying with protective health measures, including being vaccinated and wearing face coverings during the pandemic. We find that collaborative factors are good predictors of compliance with health-protective recommendations. We then investigate how factors such as planned behavioral changes to mitigate the pandemic’s effect, attitudes toward government spending, media consumption, political party, and exposure to hate materials relate to the compliance factors. Ultimately, we demonstrate how the behavior of elites and the perceptions and attitudes of citizens during the initial stages of the pandemic shaped the pandemic’s long-term consequences. The chapter concludes by summarizing the findings from the previous chapters to set the stage for the concluding chapter.

This paper is concerned with the potential role of elected members in the UK local government strategic procurement process. Strategic procurement and the best value regime are discussed. A working definition of strategic procurement in local government is then provided. The rationale for councils to review member involvement in strategic procurement follows. Observations from action learning case studies are discussed prior to proposals being offered as to what might represent appropriate new roles for elected members in the UK local government strategic procurement process.

As the venture capital industry matures and competition increases, understanding the processes by which entrepreneurs select venture capitalists will become increasingly important. Empirical work suggests that awareness of venture capital firms is still low and that the specialist financial and legal advisers have an important role to play in guiding the flow of proposals to venture capitalists.

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.

Although the extant literature widely recognizes the impact of corporate culture on performance, such findings are either speculative or mostly based on US companies, thus may not be generalisable to other national settings. In addition, while industry effect is considered in a few studies, its combined effect with other factors on performance has not been explored. This study modifies the existing model of corporate culture on performance by adding industry effect to the model. This is also the first study that tests such a relationship in a Middle East setting. Due to its unique culture, data collection in the Middle East region has been difficult if not impossible. More research in this region is needed since most of it is still in its infancy. This study investigates firms in Bahrain, the financial hub of the Arab World, to shed some insight onto this region. The results confirm a positive relation between Culture and performance and marginal industry effect between banks and hotels.

The purpose of this paper is to argue that the fundamental difference between private and public procurement, that of politicians, has been largely overlooked in public procurement strategy and management research. It then aims to argue that existing public procurement research could be improved if greater attention were given to in research design to validity and the interface with politicians.

The research is based on a critical literature review of public procurement strategy and management literature, examining the methodologies used and roles of politicians.

The findings suggest there is an in‐built bias through over reliance on procurement managers as the key respondents, tendency to focus on private sector procurement research attributes and questions, and a tendency to focus on operational as opposed to strategic public procurement decision making.

The research suggests a need for greater understanding of politicians' engagement in public procurement strategy and management and the need for greater triangulation in public procurement research.

The paper highlights how public procurement strategy and management research can be improved to increase its validity. It explores the neglected area of the role of politicians in public procurement.

This paper aims to consider the problem of public procurement's contribution in moving from the current global economic downturn and accelerating the economic recovery.

A literature review is used to establish perceived local government procurement best practice. Secondary research is then drawn upon to establish local government procurement's response to the current economic recession. The paper is set within the context of English local government. The paper's contribution is in highlighting that perceived best public procurement practice may well, in the short‐term, be inappropriate and perhaps delay economic recovery. Suggestions for more radical short‐term procurement strategic interventions are set out and justified as accelerating the economic recovery. The suggestions are considered appropriate, not only for the current crisis, but also for future economic downturns or indeed any country facing such a situation.

The analysis suggests that English local government procurement strategy generally remains unaltered from that adopted prior to the economic recession. It is then argued that current best practice may well hinder an economic recovery and a short‐term shift in procurement strategy is required.

The economic recession is a current phenomenon and the secondary research could well suffer from self‐selection bias, nevertheless the review of current policy documents suggests that a short‐term shift in procurement strategy is justified.

The paper identifies the weaknesses in current procurement strategy prior to setting out a short‐term alternative procurement strategy that could help public procurement managers accelerate a viable economic recovery.

The current global economic downturn represents a major challenge to public sector organisations, yet there remains an assumption that English local government procurement strategy developed during a period of economic boom, is appropriate during the recession. This paper challenges that assumption and sets out a procurement strategy that could accelerate economic recovery. The strategy advocated can be tested and the lessons learnt utilised in other countries or during future periods of economic downturn.

The present study develops a multi-theoretic framework of the mechanisms of value creation in interorganizational relationships and of the key factors influencing those mechanisms. The integrative use of several theories in building the model is justified by numerous studies suggesting that a multi-theoretic approach is required to understand the complexity of interorganizational relationships (Gulati, 1998; Osborn & Hagedoorn, 1997; Park et al., 2002). We believe that the relationships between start-up companies and their corporate investors, with each party holding a diversity of strategic and financial objectives, are not less complex than other potential interorganizational relationships. They may therefore also require ideas from several theories to be properly understood. In this study, we build the models applying primarily the resource-based and the knowledge-based views, as well as social capital theory. Ideas from other theoretical approaches are used to complement these theories.