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The government wants more people to start up new small enterprises. In practice, this is likely to mean more sole traders without employees, a heterogeneous group sometimes identified with, and sometimes distinguished from, small enterprises. In this paper, we confront that contradiction, drawing upon academic and policy‐oriented writing on small firms and upon a wider literature on labour markets and employment trends. Being self‐employed is not synonymous with being enterprising, but most self‐employed people will need skills associated with enterprise to survive. We overview the cultural sector, which has been identified as a key growth sector for jobs and one in which very small businesses and self‐employed individuals predominate. We explore in depth the “enterprising” behaviour of a subgroup of the cultural sector, people offering creative services to the print and broadcast media on a self‐employed basis. Our particular focus is upon how they form and manage working relationships. The expectation was that, while few would formally become employers, collaborative, colleague‐like working patterns would be adopted to avoid isolation and overcome the vulnerability of small size. This was true, but only for a very small group. For the most part, links with other self‐employed people were tentative and fraught with suspicion. Distrust was pervasive and often coexisted painfully with a desire to form new links for information seeking, sociability and to combat the commercial disadvantages of working alone. Typically, the most important working relationships were with employees of client companies, and many were determined to see these links as longterm, personal and not purely commercial. There was a marked lack of skills in negotiating and marketing.

The purpose of the study was to explore and articulate how Socratic seminar might be considered more completely as part of justice-focused social studies classroom disciplinary practices.

The authors reviewed the literature on Socratic seminar and developed a model for its practical use. The authors used the model to demonstrate its use in teaching civil rights history, as an example for implementation.

Socratic seminar is an instructional method that layers several disciplinary literacy skills within social studies that have the combined potential to create a transformative dialogue within the classroom and communities, especially when leveraged in more complex multi-text ways. Through the seminars, students can better understand what the authors name horizontal historical analysis, the perspective on concurrent social justice movements and vertical curricular analysis or how social justice movements experience continuity and change over time.

The authors provided an accessible model for teachers and students to use Socratic seminars as part of transformational social studies practices.

The authors demonstrate how the Socratic seminar model can provide students with the intellectual foundation for considering social action as more critically informed civic agents.

The authors examine and offer a model of how Socratic seminar can engage students in vertical and/or horizontal historical analysis for transformational purposes. Further, the authors identify how Socratic seminar can build the skills and dispositions of social studies, provide space for knowledge creation through critical historical inquiry and help reframe how teachers and students understand learning and human relationships by shifting the classroom power and promoting student agency through dialogue.

The purpose of this paper is to explore, if, similar to other management initiatives, new public management may be a repackaging of already existent concepts. Emerging in the 1970s and 1980s as an innovative way to manage public sector elements, new public management affected both the ownership and management of public sector companies, services and utilities. Minimal research has been undertaken previously, using historic archival sources of public entities, to explore if elements of the concept originated prior to the 1970s.

This research draws on archival records from a publicly owned electricity company, covering about three decades from 1946, during which a large investment project was undertaken by the company. This study draws on key tenets of what is today called new public management, examining prior research to ascertain if similar elements were present in the case organisation.

When reviewing the progress of the investment project, many of the key elements of new public management emerged, even during the early part of the project.

There is little historical research on the origins of new public management, and the findings here suggest that it may not be entirely new. While this does not at all invalidate existing research, it suggests that new public management may be to an extent a repackaging of previously extant techniques. This opens up possibilities for future historic research in terms of how and why it was repackaged, and also what was/was not repackaged.

During the 1980s, market research practitioners and academic marketing researchers witnessed a growing interest in qualitative research. A review of the practitioner and academic literature on qualitative market(ing) research reveals the commonalities and the differences in the ways each group represents, thinks about and practices qualitative research. Areas where both groups might benefit from sharing ideas and information and from closer links generally are discussed.

The Retrofit State of the Nation Survey has tracked the perceptions of social housing sector professionals’ views of retrofit since 2010. It has taken the form of three surveys conducted in 2010, 2013 and 2015. Here, the authors bring together the three surveys to specifically address the adoption and perceived effectiveness of retrofit technology in social housing projects. The purpose of this paper is to identify the changing perceptions of social housing professionals over a period of significant policy change within in the sector.

The research takes the form of a cross-sectional attitudinal, self-completion survey, covering sections considering the adoption levels and perceived effectiveness of different retrofit technologies. The target sample was medium to larger scale registered social housing providers. The surveys were conducted in 2010, 2013 and 2015.

In terms of effectiveness, the reliance on tried and tested technologies is apparent. Emerging or more complex technologies have declined in perceived effectiveness over the period. It is clear that social housing has adopted a wide range of technologies, and the larger providers, with whom this survey is undertaken, potentially represent a significant pool of UK retrofit experience.

The survey provides a record of the changing attitudes of social housing providers to specific technologies over the period of 2010-2015, which has seen significant changes in the energy and social housing policy. The findings show the link between policy instruments and adoption, with policy instruments mapping to adoption in the sector. Perceived effectiveness reflects a preference for more established technologies, an issue that is highlighted in the recent Bonfield Review.

In this study the Repertory Grid interview technique was used to investigate constructs of leadership held by a group of male and female senior managers from within hospice and Specialist Palliative Care Units (SPCUs) in the UK. The themes that emerged were compared with those from existing research models of leadership. Results: men and women in these roles describe different constructs of effective leadership. The women’s constructs that emerged were predominantly transformational, whilst the men’s were predominantly transactional. Themes were also identified in this study, which differed from previous studies, i.e. those of political and environment awareness and the valuing of others’ views regardless of their status. These themes do not feature highly in other research, and may be in response to the environment within which hospice and specialist palliative care functions.

The purpose of this paper is to introduce Essence of Care, a benchmarking tool for health care practitioners and an integral part of the UK National Health Service (NHS) Clinical Governance agenda. It focuses on how one NHS Community Health Trust has attempted to introduce organisation‐wide benchmarking by using a workshop programme to raise awareness and act as a catalyst to initiate implementation. An evaluation of progress made six months after the workshops were delivered is described.

The paper outlines the case study approach taken and describes the qualitative methods used in the small scale evaluation, namely interviews and focus groups with the decision makers and implementers of Essence of Care across the case study site.

The evaluation highlights that whilst raising awareness is relatively straightforward, putting Essence of Care into practice is more difficult to achieve, especially when happening at a time of significant organisational change. The discussion considers the need for a receptive context for change when implementing benchmarking for service improvement and reviews whether Essence of Care benchmarking could be a practical framework for developing an improvement culture within an organisation.

The empirical findings from this research will contribute to the knowledge and understanding of using benchmarking for service improvement within the NHS.

The international hotel industry's growth has been achieved via the simultaneous divestment of real estate portfolios and adoption of low risk or “asset light” market entry modes such as management contracting. The management implications of these market entry mode decisions have however been poorly explored in the literature and the purpose of this paper is to address these omissions.

Research was undertaken with senior human resource executives and their teams across eight international hotel companies (IHCs). Data were collected by means of semi‐structured interviews, observations and the collection of company documentation.

The findings demonstrate that management contracts as “asset light” options for international market entry not only provide valuable equity and strategic opportunities but also limit IHCs' chances of developing and sustaining human resource competitive advantage. Only where companies leverage their specific market entry expertise and develop mutually supportive relationships with their property‐owning partners can the challenges of managing human resources in these complex and diversely owned arrangements be surmounted.

A limitation of this paper is the focus on the human resource specialists' perspectives of the impact of internationalization through asset light market entry modes.

This paper presents important insights into the tensions, practices and implications of management contracts as market entry modes which create complex inter‐organisational relationships subsequently shaping international human resource management strategies, practices and competitive advantage.