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ADVERSE WEATHER conditions greatly reduced the number of members attending the February Council especially those resident in parts east. Everyone who had made it seemed to take a while to warm to their task and passed the report of the Executive Co‐ordinating Committee like lambs. With mild interest they heard that the Secretary had recommended to the General Purposes Committee that the old Council Chamber should not after all, be divided into offices but instead be made into a joint members' and staff common room. ‘More modest extensions to the toilet accommodation’ (the imagination boggles!) are part of this reduced package which saves half the projected £40,000. For council meetings a platform with furniture suitable to the dignity of the association will be provided.

CLEARLY, I should have kept my trap shut last December, instead of expressing a hope for some snow over the Christmas holidays—in the month since then there has been little else descend from the skies, and my dear wife is already querying why we should spend vast sums of money on travelling to Austria in February for conditions readily available, as I write, on Hampstead Heath.

This article aims to report on the development and validation of a bribery measurement index for the business sector, which, based on institutional theory, seeks to overcome the limitations of traditional measurements, recognizing the dynamics that originate the phenomenon and identifying process components.

To construct the index, correlational and principal component analysis techniques were used, as well as rigorous statistical tests, validating the instrument in a sample of 2,963 companies in Latin America, including Argentina, Colombia, Chile, Ecuador, Guatemala, Mexico and Peru.

The result was an instrument composed of two dimensions: (1) anti-bribery game rules, composed of regulations knowledge and anti-bribery efforts, and (2) bribery as a perceived habit, allowing an objective representation of reality due to its internal consistency, concurrent and discriminant validity.

This instrument is one of the few that focuses on measuring bribery in the business sector in terms of corrupt practices, applicable for both public and private institutions to promote game rules against bribery. Additionally, the proposed theoretical model can be used to measure other phenomena with similar characteristics.

This article empirically highlights different variables that make bribery possible. The results can be helpful in the design of strategies to prevent this type of behavior. It also highlights the importance of designing mechanisms to record information related to bribery and the different expressions of corruption in order to explain its different nuances.

Este artículo informa sobre el desarrollo y validación de un índice de medición de soborno para el sector empresarial, que, basado en la teoría institucional, busca superar las limitaciones de las mediciones tradicionales, reconociendo las dinámicas que originan el fenómeno e identificando los componentes del proceso.

Para la construcción del índice se utilizaron técnicas de análisis correlacional y de componentes principales, así como rigurosas pruebas estadísticas, validando el instrumento en una muestra de 2.963 empresas de América Latina, entre ellas Argentina, Colombia, Chile, Ecuador, Guatemala, México y Perú.

El resultado fue un instrumento compuesto por dos dimensiones: (1) reglas de juego antisoborno, compuestas por conocimiento normativo y esfuerzo antisoborno (2) soborno como hábito percibido, permitiendo una representación objetiva de la realidad debido a su consistencia interna, validez concurrente y discriminante.

Este artículo pone en evidencia empírica diferentes variables que hacen posible el soborno. Los resultados pueden ser útiles en el diseño de estrategias para prevenir este tipo comportamiento, también destaca la importancia de diseñar mecanismos para registrar la información relacionada con la lucha contra el soborno.

Este instrumento es uno de los pocos que se enfoca en medir el soborno en el sector empresarial en términos de prácticas de corrupción, útil para instituciones tanto públicas como privadas para promover mejores reglas de juego en contra del soborno. Adicionalmente el modelo teórico propuesto puede ser utilizado para medir otros fenómenos con características similares.

This article reports an experimental golf programme initiated for people with severe and enduring mental health problems partly to promote physical activity and partly as a socially inclusive activity. The programme was organised for a small, pilot group and evaluated using qualitative case study data collected during the programme. The success of the programme was indicated by the high attendance rates of participants, their voiced enthusiasm for the sessions and for the social interaction after the games, and the fact that many members of the first group continue to play and new members have joined the group, even though sessions are no longer being organised and paid for.

The Project Management Office (PMO) phenomenon is a dynamic and regularly evolving feature of the project landscape. The functions and practices expected of the PMO differ as widely as the industries and organisations, which host them. By uncovering the documented and undocumented history of the PMO and its practices the authors see how PMOs have developed to current times, how PMOs develop their ideas, how useful PMOs are, and what associated activities they partake in. The paper aims to discuss these issues.

In this paper, the authors conduct an extensive literature review of the academic and non-academic literature. The first phase involved searching academic journals and published theses. The second, deep searches with Google Scholar and Books using a variety of parameters to capture the changing nomenclature of the PMO over many years. These searches discovered lost academic literature within university libraries, examples of very early essays on the project office and numerous government reports on PMO and project office undertakings.

This research reveals how the form and use of the structure we now call the PMO has evolved and adapted over time. In recent history the PMO has evolved to be the central repository for tools and methodologies for this non-operational work. The PMO has become an asset, a commodity to be traded upon and a badge to be worn to attain certain privileges.

This research identifies a number of deficiencies in existing literature. Particularly highlighting that many practices, methods and PMO typologies exist, frequently their custodians tout these as “best practice”. Although some research has been conducted by academics on PMOs vast gaps exist in PMO literature.

This research identifies a number of assumptions in practitioner literature and professional practice. Organisations both private and public are investing enormous resources in the pursuit of enhancing project management outcomes often turning to the PMO concept to resolve their problems. However there is limited evidence to suggest PMOs create a favourable return. If the authors were to use medicine as an example, prior to a scientific approach in medicine the field relied on potions and magic, however medicine changed to evidence-based practice this has lead to enhanced life prospects. An evolution in project management doctrine may enhance outcomes.

This review of the PMO which possesses archaeological attributes in it’s historical context adds a rich understanding to organisational knowledge by considering the history of the PMO and the dramatic shifts in its purpose over a prolonged period of time. The discussion draws out the critical PMO topics to be addressed and includes a critique of practitioner and academic knowledge.

Section 2 of the Criminal Justice Act 1987 abrogates the right to silence since a suspect is required to answer questions in pre‐trial investigations by the SFO, although the answers are inadmissible as evidence unless proceedings are brought under s. 2(14) for giving false information or by s. 2(8), where the individual ‘makes a statement inconsistent with it’. In a previous article, the writer has considered the necessity and effectiveness of s. 2 powers. It is also instructive to analyse the conceptual basis of s. 2 powers since this will aid in the interpretation of statutory ambiguities and will allow the courts to have a uniformity of approach when seeking to resolve the statutory ambiguities. The conceptual basis is also important as concerns the resolution of where the line lies between the effective investigation of offences pursuant to s. 2 and the rights of the individual subject to such questioning. A critical examination of the above issues demands steering a careful course between normative rules and theory: in this area above all others it is impossible and undesirable to divorce one from the other.

Many theories have been proposed to understand and improve the process of leadership development. One useful way to structure the literature is around three complementary perspectives, briefly summarized as the “knowing, doing and being” dimensions of leadership. While the complementarities between these perspectives have been discussed, the mechanisms by which they are linked are less clear. The purpose of this paper is to examine the role of experimentation as one such mechanism.

Building on interviews and prior literature, the authors argue that experimentation consists of two processes: task-prototyping focused on the work overseen by the leader and self-prototyping focused on how the leader relates to others. This study proposes a theoretical framework linking experimentation to action-taking (e.g. being entrepreneurial and taking on challenging assignments), which in turn links to leader effectiveness. The authors test the hypotheses on two groups of leaders (481 business school alumni and 310 financial services leaders).

The authors find evidence that both forms of experimentation provide significant explanatory power in understanding why some individuals engage in higher levels of action-taking than others. Additionally, their study confirms the central role of action-taking in leadership development.

Conceptually, this study distinguishes two dimensions of experimentation and their connection to action-taking, knowledge development and identity development. Empirically, the authors show that these two experimentation activities were significant predictors of action-taking, even after controlling for all other factors, and that action-taking (along with self-prototyping) was an important predictor of leader effectiveness. The results offer a practical framework for leadership and development professionals to use in designing and evaluating leadership development activities.

Many development interventions fail to report results that are important to local people (intended beneficiaries of the intervention) but not of strategic importance to the donors funding the work. Failure to report unexpected results, or those not linked to strategic goals, contributes to an overly negative view from external evaluations by donors and agencies. The causes of the mismatch between actual and demonstrated results failure were studied through stakeholder interests. The paper aims to discuss these issues.

Nine project and programme managers of similar but unrelated projects were interviewed. From the interviews, previous studies and project publications, the challenges posed by differing interests and different perceptions in reporting stakeholder activities, outputs and outcomes, were identified. The complex environment of many development interventions was analysed and the work was contextualised with a peacebuilding project in Sri Lanka, which the author has previously studied. A stakeholder role and perception analysis was used to map the challenges at four times in the project cycle, producing a dynamic stakeholder analysis.

The failure to fully report intervention results was linked to the changing role of competing stakeholder interests as a project proceeds, the conflicting perceptions of stakeholders, the structural over-simplification of a complex environment and power differentials that allow donors to misappropriate the role of clients.

Current practice in designing and evaluating projects needs to improve reporting of beneficiary interests.

To the author’s knowledge there are no prior publications in this area of research (under-reporting of development intervention results); the paper is considered highly original.