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Various conceptual models are brought together to provide a comprehensive approach for the strategic management of quality at the business level. A synopsis of these models is given, and these are related to each other. Using strategic planning models, implications are drawn for the management of quality control systems, quality cost procedures and organisational procedures.

Strategic quality management represents a state wherein the organization’s total quality management (TQM) system is tightly interwoven with the strategy formulation process, thereby contributing to a sustainable competitive advantage. Numerous models have been proposed to describe how organizations can fully integrate strategy and TQM. Proposes that organizations undergo evolutionary stages on the way to full integration of strategy and TQM. The conceptual bases of the proposed model consist of organizational life cycles, stages of quality maturity and models describing the evolution of strategic management. Gives examples of corporations in the USA and the Asia‐Pacific region which provide preliminary support for the model’s validity.

Entrepreneurs can sometimes come to feel that they are not so much working for themselves as they are for a banker who is taking a smaller risk and enjoying a higher return. However, many such companies may not realise that their problem is not lack of money in the sense of debt, but a shortage of equity (Smitham, 1990). Depending on the nature of the small business this problem can be overcome‐a venture capital company could subscribe for part of the equity of their organisation. Venture capital is defined as an investment in an instrument that is not traded on a recognised stock exchange. Venture capital is not a modern phenomenon, although over the last 150 years, it has become more institutionalised within the international financial framework (Tulloch and Walsh, 1991).

This chapter reports on findings from a study that explored the experiences of African American young men who graduated from Du Bois Academy, an all-boys public charter secondary school in the Midwestern region of the United States. The chapter considers issues of African American male persistence and achievement and how they are impacted by school culture. Specifically, the author discusses how school culture can help shape these students’ educational experiences and aspirations. Using student narratives as the guide, a description of how Du Bois Academy successfully engaged these African American male students is provided. The students articulated three critical components of school culture that positively shaped their high achievement and engagement: (a) sense of self, (b) promotion of excellence, and (c) community building. The student narratives provided a frame for promoting positive school culture that enhances the educational experiences and academic aspirations of African American male students.

This chapter explores how to introduce young children to coding as a literacy using mobile devices. Learning how to code is changing what it means to be literate in the twenty-first century and, increasingly, early years educators are expected to teach young children how to code. The idea that coding is a literacy practice is relatively new, and this chapter first presents strategies for introducing coding without technology. It then explores how to scaffold young children’s coding literacy proficiencies through programming and coding robotic toys. When young children have become familiar with coding and solving challenges using concrete materials and robotic toys, it is possible to introduce mobile devices, apps and humanoid robots in playful ways. This chapter explores how this can be done.

Accounts manipulation has been the subject of research, discussion and even controversy in several countries including the USA, Canada, the U.K., Australia, Finland and France. The objective of this paper is to provide a comprehensive review of the literature and propose a conceptual framework for accounts manipulation. This framework is based on the possibility of wealth transfer between the different stake‐holders, and in practice, the target of the manipulation appears generally to be the earnings per share and the debt/equity ratio. The paper also describes the different actors involved and their potential gains and losses. We review the literature on the various techniques of accounts manipulation: earnings management, income smoothing, big bath accounting, creative accounting, and window‐dressing. The various definitions of all these, the main motivations behind their application and the research methodologies used are all examined. This study reveals that all the above techniques have common elements, but there are also important differences between them.

Many researchers who have studied drinking in Ireland have worked under the assumption that the Irish have a particularly acute problem with alcohol. Through an investigation of historical and contemporary writings on the subject I demonstrate that the problem is more complicated than traditional images would lead one to believe. Generally it is not known that Ireland has one of the lowest rates of alcohol consumption in Europe and one of the highest percentages of abstainers, although it is also true that Ireland has one of the highest hospital admission rates for alcohol‐related illnesses. In an attempt to understand the complex variety of drinking behaviours in Ireland, I advocate the reinterpretation and use of the concept of ambivalence in the context of Irish drinking, adapting ideas of Barth (originally applied to Bah) in the process.

This chapter presents the major components in framing a developmental model of wise organizing in the field of higher education that proceeds along an increasingly more just and responsible path. Our argument considers individual student development theories that lead one to greater competence for wise and socially responsible interactions and engagement in society, and aligns these individual processes with the organizational scholarship emphasizing how organizations enhance their capacities for wise and socially responsible conduct. After reviewing these arguments, we frame a set of research topics required for empirically identifying how universities can cultivate wisdom.

The paper seeks to report the impact of a partnership training intervention on trainee teachers' confidence to teach Personal, Social and Health Education.

This intervention required trainee teachers to work in 15 groups of four across subject disciplines. Each group was required to negotiate, plan and deliver their intended lesson on PSHE in a partnership school. The initiative was evaluated on a pre‐ and post‐test basis by getting each trainee to complete a PSHE Key Skills Confidence Scale that consisted of 45 items, 25 pertaining to working together and 20 to communication.

Results revealed a significant change in trainees' confidence in all of the key PSHE‐related skills. Trainee teachers reported increased confidence in “agreeing what else could have been done to improve working relationships and methods”, “using role play strategies”, “reaching agreement on whether or not the activity fulfilled its objectives”, “considering strategies that will empower pupils to make informed choices about their health”, “determining pupils' attitudes and views of health and healthy living”; “ensuring that pupils received information about the factors which affect health”, “identifying factors that influenced the learning outcome”, and “encouraging pupils to be assertive and resist unwanted peer pressure and other influences”.

It is recommended that all trainee teachers are assessed on their ability to deliver and evaluate PSHE lessons as part of the award of Qualified Teacher Status. Furthermore, it is essential that trainee teachers receive specific resistance/life skills training as part of their initial and continuing professional development.

The paper examines the process by which the strategic direction of an organization is set. The paper asks if strategic direction is defined and set at the top of the organization and then trickled down or is it set by members making their own decisions based on well‐known rules and the organization's strategic direction is the aggregation of these decisions.

Individual in‐depth semi‐structured interviews were carried out with members of a professional services organization.

The research suggests that an agent‐based approach may more closely represent the process of strategic direction setting for certain kinds of firm than does the traditional text‐book trickle down approach.

The research was carried out on a legal services firm. Future extensions of the research could be to other kinds of large professional services firms, for example accountancy practices.

While this research was carried out on a professional services firm the findings could be appropriate to other kinds of organization in the knowledge economy where individual agents carried out non‐routine tasks or tasks that require substantial individual judgment, for example: universities or research centers.

The usual text book model of strategy formulation and implementation suggests that strategy is defined by top management with objectives cascaded down through the organization. This research suggests an alternative approach where individual agents in the organization make decisions according to given rules and that the strategic direction of the organization is determined by the aggregation of these decisions. This suggests a new role for top managers as rule‐makers rather than objective‐setters.