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Educational partnerships between universities and public schools have existed for over 100 years. During this time, especially the last decade, many educational partnerships were formed, only to fizzle shortly thereafter. When educational partnerships have been formed to provide only temporary band‐aid solutions to very complex and multifaceted problems, they, like other trends, have faded away. Yet, some educational partnerships have continued to shine and to become viable coalitions. Successful partnerships focused on complex issues related to staff development, teacher training and school leadership require extensive collaboration, reflection, and continued revision. The purpose of this article is to explore some of the tenets that lead to the success and demise of school/university partnerships. In addition, this article describes a collaborative process employed by a university department of educational leadership, a regional consortium, and three school systems to design and offer a principal preparation program, delivered entirely in the field.

In this case study, we examine how a citrus peel valorising company based in the Netherlands was able to adopt a circular business model while navigating regulatory, managerial, and supply chain-related barriers.

In-depth, semi-structured interviews with key personnel in the company, notes from field observations, photographs of the production process, and documents from a legal judgement served as data for this single, qualitative case study. Data were coded inductively using the in vivo technique and were further developed into four themes and a case description.

Results from our study indicate that the regulatory and political contexts in the Netherlands were critical to the company’s success. Like in the case of most fruitful industrial symbioses, partnerships founded on mutual trust and economically appealing value propositions played a crucial role in ensuring commercial viability. Collaborating with larger corporations and maintaining transparent communication with stakeholders were also significant contributing factors. Lastly, employees’ outlook towards circularity combined with their willingness to learn new skills were important driving factors as well.

In addition to expanding the scholarship on the adoption of circular business models, this research offers novel insights to policymakers and practitioners. It provides empirical evidence regarding the importance of public awareness, adaptable legislation, and harmonised policy goals for supporting sustainable entrepreneurship in the circular economy.

IF SONS DID NOT EXTOL, many a worthy father would sink into oblivion and forever go unsung. As filial biographers, however, sons customarily meet with intimidating scorn and derision. There is a generally accepted notion that consanguineous biography is fraught more with fealty and filial frailty than with disinterested depiction. The best way to disprove this false assumption is to muster meritorious biographies written by scions and compare them with representative biographies of the ‘blame and blemish’ variety. Sympathetic assessment always stands up stronger than ostensible objectivity, for writers of the ‘warts and all’ kind of biography lose track of virtues and nearly always become engrossed in the imperfections of their victims.

The Good Friday Agreement of 1998 was the explicit base for the politically shared, though tenuous, internal government of Northern Ireland. This ensuing process has highlighted the centrality of the national police, as a country or state attempts to shift towards a contemporary, pluralistic democracy. To clarify, the police force, which was previously an instrument of control, must now become an organization that strives for the consent and support of the public. Using Mawby’s models of policing as an organizational framework, this article focuses attention on the policing paradigms of Northern Ireland over the course of its social history. It puts forth the argument that, despite some strategic changes, it is only upon the heels of the Good Friday Agreement and the consequent governmental change that the police force has begun to shift its operational paradigm away from the colonial model toward an Anglo‐Saxon paradigm.

This paper considers the utilisation of theatre as a means of exploring management and organising. It focuses upon Shakespeare’s Henry V and explores the alternative readings, performances and interpretations of this central character. In particular, it considers issues of power, leadership, identity, dissemblance and dissimulation.

The investigation here reported was undertaken to determine certain physical principles and their application to dehydration problems in general. The project was not carried to the point where it was possible to consider the modifications necessary for the different varieties of fruits and vegetables. Factors leading to the deterioration of dehydrated products and the relation which the condition of the fresh material may bear to this deterioration are important phases of the problem not here considered. Spoilage of raw food is due principally to the growth of moulds and bacteria. This growth does not occur when the soluble solids are sufficiently concentrated through the reduction, by drying or by other means, of the water present in foods. Even if they are not killed, the moulds and bacteria remain dormant and harmless in the absence of a suitable medium for their growth. Changes in composition, flavour and appearance, however, may also be brought about by the action of the enzymes present in practically all foodstuffs. As these natural catalytic bodies are not always inactivated by the treatment which stops mould and bacterial action they must be considered in working out methods of dehydration. The outstanding advantage of drying as a method of preserving foods is that the weight and bulk of the products are greatly reduced, thus making possible economy in storage and transportation. The production cost of dehydration compares favourably with that of canning. Dried fruits and vegetables are almost as convenient for use in the home as the fresh products. They need no peeling or other preliminary treatment, and soaking and cooking can often be combined. Only the quantity required need be used when the package is opened; the rest will keep in good condition for a reasonable time. “Dried,” “sun‐dried,” “evaporated” and “dehydrated” are the terms most commonly used to describe dried products. Dried indicates drying by any means; sun‐dried indicates drying without artificial heat; and evaporated implies the use of artificial heat. Evaporated refers more particularly to the use of artificial heat in driers depending for their air circulation on natural draught, while dehydrated implies mechanical circulation of artificial heat. The commercial dehydration of fruits has reached a more advanced stage of development than has the commercial dehydration of vegetables, owing largely to the fact that the public is familiar with sun‐dried and evaporated fruits, whereas it knows comparatively little about dried vegetables. During the World War 8,905,158 lbs. of dehydrated vegetables, divided as follows, were shipped to the United States Army overseas: Potatoes, 6,437,430lbs.; onions, 336,780; carrots, 214,724; turnips, 56,224; and soup mixture, 1,860,000. In the years immediately following 1919 the drying of vegetables declined rapidly, and for the last 10 years or more production has been compartively small. To be successful, a dehydration plant must be built where fresh materials are plentiful and reasonable in price. A diversity of products makes possible an operating season long enough to keep the overhead expenses down to the minimum. The products dried, however, should be limited to those for which a ready market exists. The only satisfactory method of operating is to contract for a sufficient acreage to take care of the needs of a plant at a price which will permit both the grower and the drier to make a profit. Material to be dried must be carefully sorted so as to be free of mould, decay and other defects that would lower the grade of the finished product. The stone fruits (apricots, peaches, cherries and plums) must be sufficiently firm to permit mechanical pitting without tearing. Where they are prepared by manual labour they must not be so soft as to stick to the trays. Apples and pears must not be so soft as to crush in the coring and peeling machines. Berries, cranberries and grapes are usually dried whole. Fruit that needs trimming must be avoided, as it not only adds to the cost of operation, but also lowers the grade of the final product. Vegetables, such as beans (snap), cabbage, carrots, celery, corn, parsnips, potatoes, pumpkin, spinach, squash and turnips, are sliced, shredded, diced or cut in desired pieces before drying. Dehydration does not improve the quality of fresh fruits or vegetables, nor does it provide for the satisfactory use of unsound products. At best the process can only conserve the original constituents of the foods, minus replaceable water. Careful handling reduces labour and waste. Bruised tissue is especially susceptible to discolouration and decay. Individual pieces prepared from good stock are more uniform and attractive than those from heavily trimmed stock. Raw materials should be as carefully washed and cleaned for dehydration as for table use. Much of the washing machinery used in canning is suitable for use in dehydration plants. A rotary cylindrical washer equipped with a water‐spraying system is very satisfactory for washing many types of products. Soft or easily broken fruits and vegetables may be washed by passing the trayed material between several sprays of cold water. The segregation of fresh fruits and vegetables according to size facilitates both the preparatory handling and the drying. One type of grader consists of a perforated metal plate, 3 by 10 feet, or larger. The perforations are in sections of varying size, and the plate is inclined and mechanically agitated in order to insure an even flow of the material in one direction. The product is separated according to size by being passed through the perforations. Perforated plates are also used in stacks. Several plates, each stamped with holes of a uniform size, the holes varying in size with each plate, are set one above the other, with 6 inches or more between plates. They are arranged so that the holes are progressively smaller from top to bottom. Another grader sorts out easily rolling materials according to diameter. As a mechanically driven cable rolls the materials along an opening that increases in width, the product falls through and is collected according to size. A grader based on the same principle passes the product down a chute the floor of which consists of rollers placed at increasingly greater distances apart. As the product rolls along the chute it is separated in progression according to size.

The study of franchising as a small business growth strategy is only weakly researched and understood. This preliminary, qualitative investigation examines the experiences of 17 operational and five “failed” franchises in the UK, in translating their business concepts into a franchise format. It reveals that small firms select franchising as a growth strategy for both economic and idiosyncratic reasons, but that economic reasons tend to prevail. The findings suggest that franchising is a viable growth strategy for small firms and that per se it creates few major problems for growth‐oriented small businesses. It is argued that further research is needed, particularly into the experiences of “failed” franchises and into the problems encountered by growing small firms who do not adopt franchising as a growth strategy.

BOURNEMOUTH lies in one of the most beautiful parts of South‐west England; and all the world knows how this region has been immortalised by Thomas Hardy, who by his romances and poems has introduced to the public of England and America the ancient land of Wessex.