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The Kingwood Trust has developed a range of approaches to supporting people with challenging behaviour living in small group homes. Using an essentially eclectic model of practice, The Kingwood Trust believes in ‘empathic interactions’ drawing on a range of methodologies including TEACH, LOVAAS, Higashi Daily Life Therapy, active support and behavioural analysis. The Kingwood Trust has found that it is able to support individuals with complex needs and achieve positive changes in the way people express themselves, and in their lifestyle. The approach is rooted in an understanding of autism and the triad of impairment, along with the three guiding principles which reduce the difficulties that these impairments create for individuals. This paper describes these three guiding principles with examples of practice situations within the services provided by The Kingwood Trust. Discussion of organisational culture and management style and their critical role in the motivation of support staff and the quality of decision‐making is also included.

Since New Labour came to power in the UK in 1997, there has been a drive to improve the effectiveness of public services through the use of private sector principles. From, the Modernising Government White Paper to the development of the Public Services Productivity Panel who, produced a raft of White Papers tackling health, social services, welfare and criminal justice. This paper, through the analysis of two studies, will reflect on some of the general literature on public sector performance management and the findings and recommendations of the Public Services Productivity Panel in order to attempt to answer whether performance management in the public sector is currently fact or fiction? In other words the paper will aim to develop and answer, to a certain extent, if it really possible to raise productivity and performance within public sector organisations through developing performance management systems based on private sector experience.

The oil and gas industry has developed in south Louisiana over the last hundred years, first in the salt domes and coastal marshes, then out onto the Outer Continental Shelf, and most recently in the deep and ultradeep waters off the shelf. Communities such as New Iberia and Morgan City have grown with the cyclical industry, experiencing prosperous upturns and difficult downturns. Many of the forces these communities have to contend with are outside their control, including the effects of globalization and corporate restructuring common to advanced capitalism. This paper provides an overview of communities and capitalism in south Louisiana.

In Louisiana's coastal communities with traditions of heavy dependence on the oil industry, cycles of industrial uncertainty have become routine, eliciting a set of coping responses from local government and community institutions. However, recent industrial restructuring within the context of globalization, accompanied by shifts in the climate of federal and state policy, have significantly disrupted traditional support mechanisms and threatened their survival. This article explores the realities that two South Louisiana communities impacted by the offshore oil industry face at the close of the 20th century, with a focus on health service institutions. It also explores community efforts in managing local housing and workforce preparation issues.

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

This paper aims to add information on how women's voices enriched American social entrepreneurship in the Progressive era. While most discussions of women as social entrepreneurs have centered on white middle class women, this article profiles two female agents for change and innovation who came out of the white working class and Boston's Black elite, respectively. These additions provide an analysis of female participation that takes account of issues of intersectionality and positionality, important concepts in contemporary critical theory.

This article extends our understanding of women's role as social entrepreneurs in the early twentieth century by offering biographies of Rose Schneiderman and Josephine St. Pierre Ruffin based on extensive examination of sources from Progressive era documents to contemporary scholarly analyses. Inclusion of Progressive era sources enables the narrative to suggest how these social entrepreneurs were viewed in their own day.

Biographies of Rose Schneiderman and Josephine St. Pierre Ruffin indicate the broad range of women who developed new organizations to serve traditionally marginalized populations in the Progressive era. The article shows the types of obstacles each woman faced; it enumerates strategies they used to further their aims as well as recording some of the times they could not surmount class- or race-based obstacles placed in their paths.

At a time when issues of intersectionality and positionality have become more prominent in management discourse, this article expands the class and race backgrounds of women specifically proposed as icons of social entrepreneurship. It represents an early attempt to link these concepts with the study of entrepreneurship.

While there is extensive research on emotion in the workplace and on information and communication technology (ICT) implementation, largely ignored is the emotionality of ICT implementation and change management more generally, even though the emotional experience of such processes is critical to their success. The current paper integrates insights from research on emotion at work and the social construction of technology to demonstrate the role of emotion in ICT‐based organisational change through a case study of a not‐for‐profit organisation’s implementation of a Webbased case management system. In particular, it is argued that emotions and new ICT systems are experienced as ambiguous phenomena, which makes people susceptible to influence through interaction. Furthermore, such interaction to negotiate meanings for the emotional experience of ICT implementation is critical to its success.

This paper describes the home run as a dramatic offensive accomplishment in baseball linked to the five dramaturgical dimensions (act, scene, agent, agency, and purpose) defined by Burke. Such an accomplishment also pertains to two types of social pasts – categorical and crystallized – that can serve as correlates to the five dramaturgical dimensions. Owing to its dramaturgical and temporal significance, the home run symbolizes a celebrated sign of prowess that contributes to a home run hitter's or slugger's rarified status. Further, as a dramaturgical moment, the home run calls forth specified responses (especially on the part of announcers) that contribute to its distinctive meaning in the game.