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Coordinated school health programs (CSHPs), a type of health promoting school (HPS) program adopted by Canada and the USA, were developed to provide a comprehensive approach to school health in the USA. Community partnerships are central to CSHP and HPS efforts, yet the quality of collaboration efforts is rarely assessed. The purpose of this paper is to use Himmelman’s strategies for working together to assess the types of partnerships that are being formed by CSHPs and to explore the methodological usefulness of this framework. The Himmelman methodology describes four degrees of partnering interaction: networking, coordinating, cooperating, and collaborating, with each degree of interaction signifying a different level of partnership between organizations.

Data were collected as part of the 2008-2009 and 2009-2010 CSHP annual Requests for Proposal from all 131 public school systems in Tennessee. Thematic analysis methods were used to assess partnerships in school systems. Descriptive analyses were completed to calculate individual collaboration scores for each of the eight CSHP components (comprehensive health education, physical education/activity, nutrition services, health services, mental health services, student, family, and community involvement, healthy school environment, and health promotion of staff) during the two data collection periods. The level of collaboration was assessed based on Himmelman’s methodology, with higher scores indicating a greater degree of collaboration. Scores were averaged to obtain a mean score and individual component scores were then averaged to obtain statewide collaboration index scores (CISs) for each CSHP component.

The majority of CSHPs partnering activities can be described as coordination, level two in partnering interaction. The physical activity component had the highest CISs and scored in between coordinating and cooperating (2.42), while healthy school environment had the lowest score, scoring between networking and coordinating (1.93), CISs increased from Year 1 to Year 2 for all of the CSHP components. Applying the theoretical framework of Himmelman’s methodology provided a novel way to quantify levels of collaboration among school partners. This approach offered an opportunity to use qualitative and quantitative methods to explore levels of collaboration, determine current levels of collaboration, and assess changes in levels of collaboration over the study period.

This study provides a framework for using the Himmelman methodology to quantify partnerships in a HPS program in the USA. However, the case study nature of the enquiry means that changes may have been influenced by a range of contextual factors, and quantitative analyses are solely descriptive and therefore do not provide an opportunity for statistical comparisons.

Quantifying collaboration efforts is useful for HPS programs. Community activities that link back to the classroom are important to the success of any HPS program. Himmelman’s methodology may be useful when applied to HPSs to assess the quality of existing partnerships and guide program implementation efforts.

This research is the first of its kind and uses a theoretical framework to quantify partnership levels in school health programs. In the future, using this methodology could provide an opportunity to develop more effective partnerships in school health programs, health education, and public health.

For a predetermined form of business entry, the international market research process for selecting country markets requires the research questions and research process to be tailored to the entry mode. Retail business franchisors researching potential international markets must not only research market and demand conditions but also explicit issues related to partner selection, the business system's need for adaptation and contract development, often in different cultural and legal contexts. The paper aims to propose a framework that identifies the research issues and a process for implementing a retail business franchise system into international markets.

The need for a tailored approach is established by drawing from the business franchising and international market research literature. Critical issues that may face franchisors and potential partners are ordered into a framework that can be used to guide decision‐making of the parties involved.

The research framework seeks to qualify potential partners, adjustments that may be required to the business system for a specific market and parameters for the contract that will bear on the investment return. The three‐step market research process offers a prescriptive approach that integrates market selection with the entry mode.

The proposed framework encompasses all potential parties. It offers a checklist of potential problems as well as a process for negotiating through to an outcome that strengthens the likelihood of a successful transfer.

In this chapter, we report on a meta-analysis of 30 refereed journal articles published between 1996 and 2015 by academic developers from Australasia, Britain and South Africa. We used a disciplinary lens to examine academic development research during this period. Specifically, we analysed the academic development literature to identify ‘ways of knowing’, the extent of explicit use of theories and research methods. Findings indicate that academic development research continues to be largely experiential, under-theorised and fragmentary. Articles analysed tended to fall within three research clusters, including education and educational psychology; professional learning and scholarship of learning and teaching; and sociology and philosophy. Qualitative research methods and psychological and sociological disciplinary lenses were dominantly referenced and adopted.

The purpose of this paper is to present a set of strategies for effective managerial self‐change within the substantive setting of a cleaned‐up bureaucracy.

Using inductive methodology, data have been collected and analysed from a large Australian public‐sector bureaucracy by means of 26 personal interviews conducted between 2000 and 2002.

A conceptual model of managerial self‐change is presented stressing the importance of both cognitive and behavioural strategies within the context of an “awareness‐understanding‐accomplishment” feedback loop and learning process. The model incorporates and extends some of the major concepts in the extant literature on thought self‐leadership and learned optimism by incorporating attributional analysis into managerial cognitive thought patterns. The findings also suggest refinements to the concept of managerial credibility within cleaned‐up bureaucracies.

Findings are derived on the basis of a substantive case study of one cleaned‐up bureaucracy in a particular country. Further research needs to expand this base to encompass other organizations in a wider range of countries across different cultures.

The model draws attention to how the behaviour of organisational subordinates within cleaned‐up bureaucracies is significantly affected by the attitudes and actions of their immediate manager. By adopting a set of strategies contained with the conceptual model, managers can learn how to change themselves.

The paper departs from the prevalent tendency of the extant literature to employ laboratory or experimentally derived data by using systematically gathered and grounded empirical data in a naturalistic organisational setting. Additionally, the findings have more to say about the nuances of a particular organisational context rather than generalising across numerous contextual environments.

In the introduction to Beyond Bombshells, Jeffrey A Brown lists examples of blockbuster films with leading female heroines and proclaims that they have ‘challenged the assumption that action movies are a strictly male domain’ (2015, p. 6). His examples include, but are not limited to, the Kill Bill films (2003, 2005), The Hunger Games (2012), Brave (2012) and Snow White and the Huntsman (2012), all of which demonstrate the rise in popularity of the woman-led action film. However, these films also demonstrate a reluctance of the action film to detach itself from masculinity. Despite their female leads, these action films still foreground masculinity. The films have darker colour palettes and their female leads tend to have masculine coded traits and hobbies, suggesting that women can succeed within this genre only by distancing themselves from femininity.

This chapter analyses the subversion of the genre conventions of action by exploring the use of feminine objects in director Cathy Yan's Birds of Prey: And the Fantabulous Emancipation of One Harley Quinn (2020). Written and directed by women, Birds of Prey is a notable turn in the action genre as it makes use of feminine objects (hair ties, glitter, fashion, jewellery) within action sequences that don't just allow a female presence within the action, but centre feminine power. By relocating femininity and masculinity to objects rather than bodies, new ways of understanding how genre conventions are not fixed but fluid are opened up for further exploration.

In defining microcelebrity, media technologies are often described as integral to the self-branding process. This chapter argues that social network platforms are not social utilities, but, in fact, celebrification utilities. That is, they are programmed to necessarily brand users by extracting and filtering identifications to be easily consumed by advertisers, just as microcelebrities promote specific, “authentic” aspects of self that can be easily consumed by fans. Through a discourse analysis of Facebook’s functionalities and in-depth interviews with 45 emerging adults, I present an analysis of microcelebrity culture through the narratives of everyday users who are not actively involved in self-branding but are instead compelled by the site’s inherent design to unintentionally brand – they unknowingly align with corporation-like mission statements; ignore multiple, dynamic selves; and discard their right to anonymity.

Technology offers great potential to gifted, talented, and creative (GCT) students, including students who are twice exceptional (i.e., students who are GCT as well as identified with a disability). However, little research exists regarding the use and evidence-base base of technologies for these populations. This chapter presents technology to support students who are GCT as well as students identified as twice exceptional, including assistive technology to support students in content area instruction. Although, an evidence-base is needed for using technology in education for GCT and twice-exceptional students, existing research supports using the Internet and Web 2.0 technologies with these students.

The purpose of this paper is to report on a study of change management practices in private sector organisations in the small island economy of Mauritius.

Interviews were conducted with key decision makers and individuals who had experienced the organisational change process in three private organisations from different sectors in Mauritius: a bank, a hotel and a privatised state-owned enterprise. A grounded theory approach was employed to establish the key dimensions of organisational change in this setting.

Organisational change is a multi-dimensional, multi-directional and evolutionary process strongly influenced by the contextual and historical aspects of the country. The emerging key elements of change identified in the data confirmed a range of dimensions evident in the extant literature, but also identified a largely unacknowledged factor, considered to be central to the change process in Mauritian organisations. This emerging factor was identified as partisanship.

This study served to confirm six dimensions evident in the extant literature on organisational change: organisational structure, organisational culture, leadership processes, individuals, knowledge management and resistance to change. A seventh dimension, and heretofore largely unacknowledged factor, considered to be central to the change process in Mauritian organisations was also identified: partisanship. The study identified this emerging key dimension as having a pervasive influence. History, culture and context have served to embed this dimension in Mauritian organisations. Evidence is presented to illustrate how the process of organisational change is undertaken in Mauritius, and identify the role of partisanship. This has the potential to be applied to other small island economies with similar historical, cultural or contextual features.