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Disaster management agencies are mandated to reduce risk for the populations that they serve. Yet, inequities in how they function may result in their activities creating disaster risk, particularly for already vulnerable and marginalized populations. In this article, how disaster management agencies create disaster risk for vulnerable and marginalized groups is examined, seeking to show the ways existing policies affect communities, and provide recommendations on policy and future research.

The authors undertook a systematic review of the US disaster management agency, Federal Emergency Management Agency (FEMA), examining its programs through a lens of equity to understand how they shape disaster risk.

Despite a growing commitment to equity within FEMA, procedural, distributive, and contextual inequities result in interventions that perpetuate and amplify disaster risk for vulnerable and marginalized populations. Some of these inequities could be remediated by shifting toward a more bottom-up approach to disaster management, such as community-based disaster risk reduction approaches.

Disaster management agencies and other organizations can use the results of this study to better understand how to devise interventions in ways that limit risk creation for vulnerable populations, including through community-based approaches.

This study is the first to examine disaster risk creation from an organizational perspective, and the first to focus explicitly on how disaster management agencies can shape risk creation. This helps understand the linkages between disaster risk creation, equity and organizations.

Considers the position of ethnic minority groups in Britain in relation to economic exclusion. Suggest that earlier research overemphasised the extent to which these groups were economically excluded. Discusses recent evidence which implies that during the 1990s convergence was seen. Re‐examines the evidence and cites that there is much more to be done and that there are many different experiences between and within different ethnic groups. States that gender differences are greater than ethnic differences.

Purpose: The evidence regarding the effects of the COVID-19 lockdown on domestic violence is mixed. Studies using hotline call services identify an increase on domestic violence, while studies using police reports find a decrease. One limitation is that most of these studies came from diverse regions using different types of data sources. The purpose of this study is to use two separate data sources to study this question in the same region, and to contribute to the discussion for potential mechanisms that explain this mixed evidence.

Methodology: This study estimates the effects of the COVID-19 lockdown on domestic violence in Mexico City. The authors use two separate data sources: hotline calls and official police reports. Our empirically strategy is based on a difference-in-differences methodology and an event-study design.

Findings: As a consequence of the COVID-19 lockdown, hotline calls for psychological domestic violence increase by 17%, while police reports of domestic violence decrease by 22%. To reconcile these discrepancies between hotline calls and police reports, the authors consider several potential mechanisms. The authors find suggestive evidence that the increase in psychological domestic violence is related to financial stress. Further, the results of this study indicate that the reduction in police reports is related to women facing more barriers to report their abusive intimate partners during the lockdown.

Value: These results confirm that the variation observed in the existing literature is related to the type of data being used. The mixed evidence suggests that more women suffer from psychological domestic violence as captured by hotline calls, while women encounter more barriers to report their abusive husbands to the police as captured by the official police reports.

March 13, 1973 Master and Servant — Negligence — Safe system of work — Eyes, protection of — Forseeable risk — Workman required to carry out work outside ambit of normal duties in circumstances of danger without proper instruction or supervision — Workman losing eye — Whether negligence — Whether risk of injury to workman reasonably forseeable by employer.

Today’s work environment requires a new type of leader development. It is no longer enough for leaders to be qualified and knowledgeable. Leaders must be focused, adaptable, and resilient in order to be effective amid the increasingly distracting and chaotic organizational world. We argue that current methods of leader development need to evolve to encompass leader well-being and focus on intrapersonal competencies in order to adequately prepare leaders for today’s stressful work world. We provide a holistic development framework for leaders which we believe is a better match for the intrapersonal capabilities required by leadership roles. Our approach is two-fold. First, we believe it is important to educate leaders on the potential interaction between the external sources of stress and leaders’ neurophysiological and subjective well-being. Second, we believe leaders need different development experiences, ones that can help renew psychological resources. We review four categories of holistic leadership practices – mindfulness, social connections, positive emotion inductions, and body-based practices – which can help to counter the effects of overload and exhaustion. We also discuss the future of holistic leader development and suggest directions for future research.

OUR readers do not need the reminder that 1952 is the 75th year of Library Association history. Some opportunity may be found at the Bournemouth Conference to celebrate this fact, in however modest a manner. The American Library Association, older by a year, celebrated its anniversary at Philadelphia last October, on which occasion Mr. F. G. B. Hutchings represented this country and spoke at a luncheon meeting to three hundred of the guests with acceptance. That celebration, however, appears to us to have been most significant for the comment on the Carnegie library gifts which was made by Mr. Ralph Munn, librarian of Pittsburgh Carnegie Library, in some ways the most spectacular one founded by the great Scot. Munn said:—

The Secretary of State for Trade and Industry has authorised the appointments of Mr K. M. McLeod, Mr N. J. Payne and Mr C. D. Waldron as full time Board Members of The British Airports Authority for a period of five years as from 1st April, 1971. Mr McLeod, Mr Payne and Mr Waldron already hold the posts of Director of Finance, Director of Planning and Deputy Chief Executive (Airports) respectively in the Authority.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Two distinct literatures have investigated the impact of negotiator frames. Both literatures demonstrate that negotiator frames significantly influence both bargaining behavior and negotiated outcomes. These two literatures, however, offer completely different conceptualizations of what negotiator frames actually are. In this article we classify these two conceptualizations as reference frames, the referent‐dependent perception of outcomes, and conflict frames, a multi‐dimensional orientation toward conflict. We report results from an experiment that links these two types of frames. We find that loss‐framed negotiators adopt conflict frames that are more win‐oriented and task‐oriented than the conflict frames gain‐framed negotiators adopt. Our results offer insight into the frame adoption process and have implications for dispute resolution and negotiation practice.

The purpose of this paper is to address issues of practicing social responsibility (SR) in small business, where SR implementation challenges are unique. The discussion examines the difficulties encountered by small business owners adopting SR practices, and the various strategies they learned in the process.

A total of 23 small business owner‐managers located in Western Canada were interviewed in‐depth, individually, and in groups. Group interviews were useful for validating and extending the themes and contradictions that arose in individual interviews, particularly in identifying the most common SR challenges and frustrations, and to compare individuals' learning patterns and diverse strategies of response.

The paper findings show that owners learned SR by working through three main areas of challenge within everyday sociomaterial practices: positioning SR commitments and affiliations; balancing diverse stakeholders with SR ideals and costs; and negotiating value conflicts within SR practice, as part of “becoming” a particular enterprise of SR engagement.

The paper suggests that SR may be most fruitfully studied by examining the traces of the networks, linkages, and boundaries formulated through everyday interactions, focusing not just on the social networks and information exchange among humans, but more deeply on the sociomaterial networks within which new practices such as SR emerge. Second, the paper underscores the importance of conceptualizing SR “learning” more in terms of practices that emerge through challenge and conflict than in acquisition and application of new knowledge and attitudes.