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Indefinite immigration detention causes well-documented harms to mental health, and international condemnation and resistance leave it undisrupted. Health care is non-independent from immigration control, compromising clinical ethics. Attempts to establish protected, independent clinical review and subvert the system via advocacy and political engagement have had limited success.

The purpose of this study is to examine the following: how indefinite detention for deterrence (exemplified by Australia) injures asylum-seekers; how international legal authorities confirm Australia’s cruel, inhuman and degrading treatment; how detention compromises health-care ethics and hurts health professionals; to weigh arguments for and against boycotting immigration detention; and to discover how health professionals might address these harms, achieving significant change.

Secondary data analyses and ethical argumentation were employed.

Australian Governments fully understand and accept policy-based injuries. They purposefully dispense cruel, inhuman and degrading treatment and intend suffering that causes measurable harms for arriving asylum-seekers exercising their right under Australian law. Health professionals are ethically conflicted, not wanting to abandon patients yet constrained. Indefinite detention prevents them from alleviating sufferings and invites collusion, potentially strengthening harms; thwarts scientific inquiry and evidence-based interventions; and endangers their health whether they resist, leave or remain. Governments have primary responsibility for detained asylum-seekers’ health care. Health professional organisations should negotiate the minimum requirements for their members’ participation to ensure independence, and prevent conflicts of interest and inadvertent collaboration with and enabling systemic harms.

Australia’s aggressive approach may become normalised, without its illegality being determined. Health professional colleges uniting over conditions of participation would foreground ethics and pressure governments internationally over this contagious and inexcusable policy.

Dudley-Anne Thomson is the current manager of the Bay House Café, located10 kilometers from Westport, South Island, New Zealand. She rents the space from Brian Finlayson and Michael Varekam, who both started the Bay House Café eight years ago and then moved on to open restaurants in Sydney, Australia.

This chapter argues that the near-universal exclusion from the academy of the Shakespeare Authorship Question (or SAQ) represents a significant but little-understood example of an internal threat to academic freedom. Using an epistemological lens, this chapter examines and critiques the invidious and marginalizing rhetoric used to suppress such research by demonstrating the extent to which it constitutes a pattern of epistemic vice: that, by calling skeptics “conspiracy theorists” and comparing them to Holocaust deniers rather than addressing the substance of their claims, orthodox Shakespeare academics risk committing acts of epistemic vice, injustice and oppression, as well as foreclosing potentially productive lines of inquiry in their discipline. To better understand this phenomenon and its implications, the chapter subjects selected statements to external criteria in the form of the Association of College and Research Libraries’ 2015 Framework for Information Literacy for Higher Education, which provides a set of robust normative dispositions and knowledge practices for understanding the nature of the scholarly enterprise. The analysis reveals that the proscription against the SAQ constitutes an unwarranted infringement on the academic freedom not only of those targeted by this rhetoric, but – by extension – of all Shakespeare scholars as well.

The purpose of this paper is to describe how an academic library at one of the most diverse universities in the country responded to the 2016 election through the newly formed Inclusion and Equity Committee and through student outreach.

This paper details the context of the 2016 election and the role of social justice in librarianship. It offers ideas for how library diversity committees can address professional development, recruitment and retention efforts and cultural humility. It highlights student outreach efforts to support marginalized students, educate communities and promote student activism. Finally, it offers considerations and suggestions for librarians who want to engage in this work.

This paper shows that incorporating social justice, diversity, equity and inclusion requires individuals taking action. If institutions want to focus on any of these issues, they need to formally include them in their mission, vision and values as well as in department goals and individual job descriptions. The University of Nevada, Las Vegas University Libraries fully supports this work, but most of the labor is done by a small number of people. Unsustainable practices can cause employee burnout and turnover resulting in less internal and external efforts to support diversity.

Most of the previous literature focuses either on internal activities, such as professional development and committees, or on student-focused activities, such as outreach events, displays and instruction. This paper is one comprehensive review of both kinds of activities.

In democratic societies, universities are unique institutions that are responsible for conducting critical research, training students and educating the next generation in pursuit of knowledge for community and societal welfare. Universities are a platform where like-minded knowledgeable people are encouraged to think freely and formulate educational policies for the progress of their nation. Academic freedom to think, teach or conduct research is a key legitimating concept (Menand, 1996) and is based on the belief that faculty and even students who form a part of the body of academia should not be subjected to any kind of coercive policies and external authority that limits their ability to think, practice and pursue knowledge. Accountability to stakeholders also is a critical part of academic freedom, which comes with autonomy and is essential for optimizing the activities of a university.

Academic freedom in teaching–learning methods is crucial to a nation’s growth. The concept comes with numerous misnomers and is subjected to much academic debate and doubts. This book is dedicated to seeking the widening frontiers of academic freedom and authors have put forth their opinion in the form of case studies and empirical research that considers academic freedom of faculty and students as one of the main goals to be achieved by any university. Advancement of knowledge and quality of research is to be encouraged and supported by the leadership team in any institution of higher education where autonomy to work freely remains the foremost criterion of success. Truth and intellectual integrity remain the fundamental principles on which the foundation of a university should be laid (Downs, 2009).

Suitable for MBA, EMBA, and executive education programs, this case uses the complexities of the oil industry to set the stage to unfold a stakeholder analysis on BP's growth and opportunity in the renewable energy sector. This public sourced case offers a discussion about the firm's overall strategy, post Gulf Oil spill, moving forward. The case describes how within a single decade, BP had emerged as one of the largest energy companies in the world. Within that scope, BP had an odd achievement: It had been building an alternative energy business and had gained a reputation as being an oil company with a regard for the environment. Then a series of preventable accidents, in the United States in particular, started to chip away at the firm's status. In a matter of five years, BP went from celebrating its most profitable period to finding itself selling assets while industry watchers wondered whether the company would survive after being responsible for the largest oil spill in the United States. Shortly following the Gulf oil spill, Robert Dudley, a legacy Amoco executive, was appointed to replace Tony Hayward, the beleaguered BP group chief executive and director. Besides the oil spill and ongoing cleanup, Dudley had slumping revenues (even before the Deepwater tragedy) and a huge rebuilding task ahead of him. Not only did he have a multinational energy company to run, but Robert Dudley had to rehabilitate the Gulf of Mexico ecosystem, compensate all who suffered loss as a result of the damage, and repair the firm's shabby reputation. Dudley needed to implement a sound long-term strategy. How would his former division—renewable energy and alternative activities—fit into his plans?

The purpose of this study is to qualitatively explore the views and opinions of service users accessing remote therapy through a community forensic personality disorder service during the COVID-19 pandemic.

A qualitative exploratory approach was adopted. Nine community forensic service users accessing virtual/telephone therapy through a community forensic mental health service were interviewed using semi-structed interviews. Data was analysed using Braun and Clarke (2006) thematic analysis techniques.

Analysis resulted in three overall themes: experience of communication in the therapeutic relationship; impacts of the change to remote working and making the best of what we have. A further seven subthemes were developed. A range of advantages and disadvantages to remote therapy were highlighted.

This study was based on a small sample of service users accessing one community forensic service in England, and therefore caution should be taken when generalising the findings. All interviews were conducted remotely and thus may have only supported those who are able to engage in this way.

This paper has the potential to inform future remote therapy guidelines. Health services should consider keeping some elements of remote working and offering this as a choice to all service users.

This study is, to the best of the authors’ knowledge, the first study that attempts to explore the experiences of individuals accessing remote therapy within a forensic population who have personality disorders or traits.

This case was developed using secondary sources, including newspapers, periodicals and academic references.

This case examines tech billionaire Elon Musk’s early moves after taking over Twitter and whether those moves demonstrated strategic leadership. During the acquisition, many people were torn between whether Musk’s leadership would lead to this company’s turnaround or demise. Musk’s early moves after his acquisition provided evidence for both arguments. He conducted mass firings, insisted on long and intense hours from those who remained, and pursued a subscription model that provided user authentication and allowed most banned accounts back on the platform. Many felt these early moves were chaotic, whereas others thought it was necessary. Did Musk’s early moves demonstrate strategic leadership or impulsive behavior?

This case, designed for strategic management or strategic leadership courses at the graduate and undergraduate levels, has been rigorously tested in a classroom setting. It was successfully used with undergraduate business students in a strategic management course, supporting the chapter on strategic leadership.