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A narrative review of existing research literature was conducted to identify practices that are likely to improve the quality of de-escalation and use-of-force training for police officers.

Previous reviews of de-escalation and use-of-force training literature were examined to identify promising training practices, and more targeted literature searches of various databases were undertaken to learn more about the potential impact of each practice on a trainee's ability to learn, retain, and transfer their training. Semi-structured interviews with five subject matter experts were also conducted to assess the degree to which they believed the identified practices were relevant to de-escalation and use-of-force training, and would enhance the quality of such training.

Twenty practices emerged from the literature search. Each was deemed relevant and useful by the subject matter experts. These could be mapped on to four elements of training: (1) commitment to training (e.g. securing organizational support for training), (2) development of training (e.g. aligning training formats with learning objectives), (3) implementation of training (e.g. providing effective corrective feedback) and (4) evaluation and ongoing assessment of training (e.g. using multifaceted evaluation tools to monitor and modify training as necessary).

This review of training practices that may be relevant to de-escalation and use-of-force training is the broadest one conducted to date. The review should prompt more organized attempts to quantify the effectiveness of the training practices (e.g. through meta-analyses), and encourage more focused testing in a police training environment to determine their impact.

The existence of disadvantaged sub-populations whose talents are under-leveraged is a problem faced by developing and developed countries alike. Life history data revealed that a large proportion of elite business leaders in the Caribbean emerged from childhood poverty (families subsisting on US$1-2 a day, 40 percent). The purpose of this paper is to examine the key factors supporting the career development of elite leaders from a broad socioeconomic spectrum and both genders in order to build a model of career development for elite leadership.

Data were collected via in-depth interviews from a deliberately gender-balanced sample of 39 male and 39 female elite business leaders. Thematic analysis identified consistencies across independent interviews and resulted in a model identifying factors supporting pre-career development as key to eventual attainment of elite leadership.

Findings indicated that in childhood and youth, proactivity plus talent recognition and mentoring by adults enhanced access to early developmental opportunities. Early career mentoring guided talented youth to build personal drive, self-esteem, altruism, and integrity, which created a foundation for developing career capital through values-based action. Altogether, these findings indicate the importance of pre-career relational capital to attainment of elite career success.

Difficult-to-access elite leaders provided rich information emphasizing the importance of pre-career development in childhood and youth to eventual elite leadership attainment. Virtually all of the elites in the sample remember being identified as talented early in life and consider early messages about drive to achieve as well as support received from parents, teachers, and other interested adults to be critical to their success. Hence, a process of talent recognition and encouragement to excel appear to be crucial for connecting young people to important relational capital allowing them to eventually achieve elite status, particularly those individuals hailing from disadvantaged backgrounds.

Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

This case study describes how one library leveraged shared resources by defaulting to a consortial catalog search.

The authors use a case study approach to describe steps involved in changing the catalog interface, then assess the project with a usability study and an analysis of borrowing statistics.

The authors determined the benefit to library patrons was significant and resulted in increased borrowing. The usability study revealed elements of the catalog interface needing improvement.

Taking advantage of an existing resource increased the visibility of consortial materials to better serve library patrons. The library provided these resources without significant additional investment.

While the authors were able to identify other libraries using their consortial catalog as the default search, no substantive published research on its benefits exists in the literature. This chapter will be valuable to libraries with limited budgets that would like to increase patron access to materials.

Most larger companies and corporations who own or lease multiple locations face challenges in designing, tracking and managing property. The following case study examines the work of the Facilities Design and Planning Group at Dow Jones & Co. The study follows the group’s efforts to improve the strategic efficacy of its operations by expanding its implementation of its computer‐aided facility management (CAFM) system and by developing some novel CAFM tools. These technologies are intended to reduce management costs by creating a central and comprehensive resource of facilities information. Both facilities professionals and those seeking facilities‐related information can then use this resource. These tools support day to day facilities operations, from master planning to project design and budgeting, from construction to lease management. Such technology increases accuracy through data validation, but remains flexible in reporting and inquiry. This paper documents both the evolution of these tools, and the decisions that guided their development. It aims to describe in detail the particular business circumstances that influenced Dow Jones’ efforts as well as expose the setbacks in using and expanding various aspects of the technology.

The purpose of this case is to introduce the topic of socially responsible investing from both the investor and investee perspectives. The students will walk away with an understanding of 1) how to evaluate a portfolio company on a social/environmental mission and on traditional financial criteria, and 2) what considerations should be top of mind for a social venture considering accepting an equity investment. Wes Selke is a portfolio manager at Good Capital, an investment fund created to increase the flow of capital to innovative nonprofit and for-profit social ventures that are using market-based solutions to solve problems of poverty, illiteracy, and inequality. In 2007, Good Capital is ready to make its first growth equity investment in a for-profit social enterprise and Selke is considering Better World Books as the firm's primary target. Selke must evaluate whether or not the firm is a financially sound investment and if its social and environmental missions can be preserved upon a liquidation event. If Good Capital proceeds with the investment, Selke must also rework some of Better World Books' current procedures, including fine-tuning the philanthropic giving strategy that is the main component of its social mission.

To expose students to both the investor and investee perspectives in social venture capital (SVC) deal ensuring they understand the criteria that must be considered when evaluating a potential investment in a for-profit social enterprise (investor perspective) and know what questions to ask both the investor and your organization before accepting an equity investment (investee perspective). To emphasize the importance of structuring a deal so that the social/environmental mission of a portfolio company is preserved upon exit.

The purpose of this case is to introduce the topic of socially responsible investing from both the investor and investee perspective. The students will walk away with an understanding of: 1) how to evaluate a portfolio company on a social/environmental mission as well as on traditional financial criteria and 2) what considerations should be top of mind for a social venture considering accepting an equity investment. Wes Selke is a portfolio manager at Good Capital, an investment fund created to increase the flow of capital to innovative non- and for-profit social ventures that are using market-based solutions to solve problems of poverty, illiteracy, and inequality. In 2007, Good Capital is ready to make its first growth equity investment in a for-profit social enterprise and Selke is considering Better World Books as the firm's primary target. Selke must evaluate whether or not the firm is a financially sound investment, and if its social and environmental mission can be preserved upon a liquidation event. If Good Capital proceeds with the investment, Selke must also rework some of Better World Books' current procedures, which includes fine-tuning the philanthropic giving strategy that is the main component of its social mission.

To expose students to both the investor and investee perspectives in social venture capital (SVC) deal ensuring they understand the criteria that must be considered when evaluating a potential investment in a for-profit social enterprise (investor perspective) and know what questions to ask both the investor and your organization before accepting an equity investment (investee perspective). To emphasize the importance of structuring a deal so that the social/environmental mission of a portfolio company is preserved upon exit.

The aim of this paper is to provide an overview of the merits of occupancy planning as a means for improving strategic decisions regarding real estate portfolios and strengthening the credibility of corporate real estate (CRE) professionals.

The authors' extensive experience is combined with survey results and case examples of how two global companies are benefiting from occupancy planning.

Occupancy planning programs lead to better data and forecasting, which in turn create a more accurate portfolio‐wide view and improved space utilization.

This article demonstrates the link between effective occupancy planning and sound CRE decisions.

A key reason for the return of expatriates before the official end of their foreign assignment is the uncertainty and frustration resulting from poor cross‐cultural adaptation. The literature provides this general, normative view without much to say about the interpersonal conflict expatriates experience in the workplace abroad caused by cultural differences. Our exploratory study finds that conflicts with co‐workers in host countries occur frequently causing high stress and discomfort, and provides three specific sources of conflict as recounted by sample managers. The implications of our findings include: selecting expatriate managers with high emotional intelligence, providing extensive pre‐departure cultural training that consists not only of cultural facts but also interpersonal skills such as active listening, conflict management, and ethical reasoning, utilizing sensitivity training techniques to better prepare managers for new situations, and sending the expatriate on one or two pre‐sojourn visits to familiarize themselves with the host culture and workplace norms even before the actual expatriate assignment begins. An additional implication is training the host‐country workers, particularly those who will work most closely with the expatriate manager, on home country cultural beliefs and workplace norms. We aim to stimulate managerial thinking and further research on the workplace conflicts that challenge expatriates managers.