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Migrants may be vulnerable towards HIV infection for many reasons including separation from spouses, lack of family restraint, peer norms, alcohol use, low perceived vulnerability toward HIV infection, limited access to health care and health education, and low levels of education. The objective of this paper is to assess the influence of duration of stay and subsequent moves in Thailand on AIDS knowledge and sexual risk behaviors of migrant workers from Myanmar and Cambodia.

Data are drawn from a survey of 3,374 migrants conducted by the Institute for Population and Social Research, Mahidol University in 2008. Multiple linear and logistic regression were used to assess factors related to AIDS knowledge and risk taking behavior.

The average length of stay in Thailand for these migrants was about five years. Duration of residence in Thailand was related to an increase in AIDS knowledge as well as an increase in condom use with regular partners. Duration of residence was also associated with an increase in visits to unpaid non regular partners and a decrease in visits to paid non regular partners. The number of moves across provinces within Thailand was not related to AIDS knowledge but was related to a decrease in paid and unpaid non regular partners.

The research is limited by the cross sectional nature of the survey. Longitudinal surveys of the migrants' experience should be conducted.

Duration of residence in Thailand had both positive and negative effects on migrants' vulnerability to HIV infection. A focus on minimizing HIV risk behaviors may be needed throughout their stay.

This is the first paper to focus on duration of residence and movement with Thailand on HIV prevention for migrant laborers. The findings are of value to health promotion programs for migrants.

The Ford Motor Company is feeling the pressure. Over the last couple of years the world’s second largest car maker has suffered a series of blows ranging from strategy crises to PR disasters which culminated in a massive $5.5 billion loss in 2001. In an effort to get things back on track, sweeping changes have been made – including the departure of CEO Jacques Nasser. But can Ford turn things around in time?

ormer US Attorney‐General Ramsey Clark once said “turbulence is life force – it is opportunity”. And for today’s leading car manufacturers, dealing with this “life force” has fast become a way of life. Fortunes are mixed, demands are shifting and remaining in the driving seat is becoming increasingly difficult. Jaguar and Skoda are two auto brands that have historically operated a gulf apart – the only commonality in their backgrounds being their takeover by mass‐market manufacturers Ford and VW. But both have recently come to discover the harsh realities of business at both ends of the market, and the crucial importance of product and people in corporate strategy.

The purpose of this paper is to propose that the Global Reporting Initiative's (GRI ) reporting guidelines, specifically its performance indicators, can be used to help a company create ethical corporate social responsibility (CSR) strategies and to also help stakeholder groups evaluate how much of a company's CSR initiative truly means the stakeholder definition CSR and how much is merely philanthropy or marketing.

The paper examines the GRI reporting guidelines for applicability to CSR principles, and explains the key elements of the economic, environmental, social, society, and product responsibility performance indicators.

Examples of how companies have used the indicators to report data on GRI's website are provided as evidence that the distinctions made by the performance indicators indicate levels of adherence to CSR principles.

Given the increased demand for accountability for the actions of companies toward their stakeholders, particularly the environment, using the GRI's performance indicators can continue dialogue on how CSR programs are evaluated by the ethics community, the public, and business.

We reviewed three existing reviews of literature: two related to cultural and linguistic diversity in well-regarded special education research outlets including Advances in Special Education, and the third regarding constructions of culture, race, disability, and risk in early childhood and early childhood special education (ECSE) literature. Some of our findings reflected ongoing oppressions for young children at the intersections of race, disability, and other forms of social difference to which negative treatment has been attached, including static and deficit-based framings of disability, reliance on whiteness, and English as the norm for developmental benchmarks, and failure to account for disability beyond medical models. We present a preliminary framework for special education research and practice considerations in order to remediate these issues in ECSE for young learners of color, among others, with disabilities.

The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.

In 1870, after a decade of vigorous public debate over the economic importance of technical and scientific learning for the colony’s development, the Industrial and Technological Museum was established in the city of Melbourne ‘as a means of public instruction’ for the people of Victoria. Founded in February 1870 and officially opened on 8 September 1870, the new public museum occupied the building erected at the rear of the Public Library for the 1866 International Exhibition. The Industrial and Technological Museum, later the Science Museum and now part of Museum Victoria, was directed by J. Cosmo Newbery and managed by a sectional committee of the Public Library, Museums, and National Gallery of Victoria Trust, which Parliament had incorporated and enlarged in December 1869.