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The Bradley Report (Bradley, 2009) has raised a number of important questions regarding the treatment of individuals who are experiencing mental health problems and find themselves in the criminal justice system. One of the key recommendations is that professional staff working across criminal justice organisations should receive increased training in this area. This paper explores the experiences of two professionals, a mental health nurse and a social worker, involved in providing training for police officers. It goes on to consider the most effective models of training for police officers.

This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.

This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.

This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.

The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 5: International Business.

This paper proposes that strategy activity is the most necessary form of and foundation for innovation. It is also the real context for any innovation effort that is intended to create competitive advantage, especially in response to three key strategic issues construction industry; changing client demands for value, partnering, and supply integration. Innovation is the profitable exploitation of ideas. Clearly, this requires two things a source of ideas that can lend themselves to profitable exploitation and a goal in pursuit which to exploit the ideas. Those goals are established and met by strategic innovation. The right strategy tools can motivate ideas and insight. However, elements of normal industry practice constitute strong demotivators to profitable strategic innovation, hence the presence of strategy activities noted in the industry. This paper discusses the development of the strategic management discourse and to identify tools for use in construction industry innovation that relate to its strategic challenges; the Value Chain, Game Theory and Delphi Technique. The paper also identifies the process of “Bricolage”, potentially a fourth tool, or process, which could be a source hard to imitate advantage in developing strategic innovation practices which act catalyst for participation and the means to profitably exploit new ideas. With strategically‐oriented innovation, a firm can identify and create new value for its customers and integrate its supply chains. Without it, innovation is at best blind, at worst, will never happen; there no goal to exploit the idea in pursuit of. Without strategy, there is no motivation to innovate.

Addresses variables in the implementation of software applications for aspects of customer relationship management (CRM) systems in medium‐sized organisations. The objective is to identify those variables that present the greatest risks to effective and successful implementation in the light of the operating relationships between the main “actors” in multi‐channel CRM implementation projects. Bases theoretical development on two central themes. The first theme is that any implementation has risks that need to be managed and the second is that the dynamics of the relationships of the main actors are more complex where a system is acquired from external developers than with an internally developed system. Explores these assumptions using qualitative linear case studies, where success or failure has not been established at the start. Derives a model which represents a typical relationship dynamic for a CRM implementation. By establishing the nature of the risks involved within the context of a monitored relationship dynamic offers a framework for guidance in the implementation process.

Cultural criminologists have long been interested in the politics of crime and deviance, whether that be in relation to youth subculture resistance or the social reaction to transgression evident in the media construction of folk devils and moral panics. While contemporary ‘new’ cultural criminology continues to be focused on the situated experience of deviant ‘edgeworkers’, this chapter argues cultural criminology’s concern with the crime-media nexus provides particularly fertile ground for exploring insights provided by activists, academics, professional journalists and citizen journalists around informal interventions on formal criminal justice processes using social media and digital technologies. Drawing on examples from a burgeoning body of crime-media research, the chapter makes a case for ‘cultural criminology activism’, which, like activist criminology, is consciously disengaged from mainstream criminology’s alignment with the neoliberal-carceral state and its reformist agenda.

While Gutenberg's invention is likely to endure for some time, it is indisputable that the prominence of print is diminishing. The recently published Mellon report University Libraries and Scholarly Communication highlights the symbiosis between the humanities and the print medium. It maintains that electronic media will ultimately change the nature of the humanities and spawn a new kind of discourse with fundamentally different features. The report asserts that the shift from print to electronic media, which began in the late twentieth century, will have widespread consequences on the intellectual experience of modern society, reaching beyond print and libraries.

In a world where every competitive advantage must be fully exploited, productive diversity – utilising Australia’s linguistic and cultural diversity to economic benefit – offers a practical resource, which no organisation, including government, can afford to ignore. Astute employers have begun to tap this resource – people who speak the language, understand the culture and often maintain business and personal contacts in countries where they want to do business. The respondents in this research tell the story of the potential bottom line value of this unique human resource, termed productive diversity (that has been coined to describe the use of our language, skills and cultural diversity for economic benefit). This is a resource‐based study focussing on cultural resources and links to the country of origin as a sustained competitive advantage and a strategy for success of the ethnic business operations in Australia. It presents case studies/stories of ethnic entrepreneurs who have succeeded in business through productive diversity.

Past research on the motivational processes underpinning knowledge sharing has assumed that the sharing processes are similar for all individuals. Yet, sharing is a fundamental affiliative behavior, and the sharing processes can differ between people. This study aims to propose and test a model of the moderating influence that employee attachment patterns have on the theory of reasoned action (TRA)-defined knowledge sharing processes.

The authors administered a questionnaire to 1,103 employees from a range of industries who participated in an online Qualtrics survey. Advanced forms for structural equation modeling and latent profile analysis were used to assess the proposed model.

The results revealed that participants in the study exhibited the latent profiles corresponding to secure, dismissive, preoccupied and fearful patterns. The preoccupied cohort had the lowest knowledge sharing behavior, yet the strongest links within the sharing process. Secure, dismissive and fearful had similar sharing levels, but the strength of the TRA-defined processes differed. These findings underscore equifinality: although sharing may be approximately equal across different attachment patterns, the fundamental processes underpinning sharing differ.

The authors used self-report data, given that sharing attitudes, norms and intentions may not be overly amenable to ratings even from well-acquainted others. Further, the use of advanced analytical methods helps to minimize common method concerns. Additionally, causal mechanisms underscoring the TRA have been demonstrated (Ajzen and Fishbein, 2005), allowing us to explore the moderating role of attachment patterns.

This study speaks to the importance of considering employees’ attachment patterns, and developing comprehensive intra-organizational norms, policies and systems that support and encourage knowledge sharing from employees with a variety of attachment patterns.

This study uniquely contributes to knowledge sharing literatures by incorporating attachment patterns as moderators within the TRA-defined sharing processes. The authors provide important insights on the role of individuals’ attachment patterns have for knowledge sharing behaviors, but also highlight how structure of knowledge sharing differed across subgroups of employees, determined based on their dispositional attachment pattern.