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This paper identifies the challenges of interpreting and implementing appropriate eligibility criteria and assessment processes in adult mental health services, with reference to an inner‐city Trust's own protocols. Central guidance, local interpretation and professional judgment are all legitimate contributions, but also confound both the concept and processes of entry to service.

The aim of this paper is to explore the opportunities and barriers facing senior executives in supporting boards of directors in assuming an enhanced strategic function.

Semi‐structured interviews with ten senior executives in four major publically listed Australian companies were conducted.

Senior executives can do more to enable the strategic functioning of their boards. However, barriers, both perceived and real, often prevent or deter them from doing so. The conclusion is that boards and senior directors need to forge a more productive relationship to better serve the company's interests.

The paper serves as exploratory research in an under‐researched topic and may provide a platform for further, in‐depth research. Limitations of the study include the small sample size and the fact that the study was restricted to Australia and therefore this study's conclusions may not be transferable to other countries.

Practitioners, especially senior managers and training and development specialists, may better identify ways in which directors can be assisted to contribute more to strategic processes.

The paper builds on existing literature by capturing the views of senior executives and presenting an Australian perspective. The paper explains challenges and opportunities for senior executives in developing closer working relationships with the company's directors

Offers a fresh perspective on action learning by looking at how action learning is experienced by the action learning participants themselves. Does this by asking the members of five action learning sets on their reflections on the feelings and outcomes of being an action learning set member.

Data were collected from a range of stakeholders in Northern Ireland including consumer representatives, policy makers and public health representatives. Data collection occurred in two phases: firstly via in-depth interviews (n = 19), and secondly via roundtables (n = 4) with stakeholders (n = 36) using nominal group technique.

Food poverty has been identified as a significant societal and public health problem in the UK, evidenced in part by published statistics on the prevalence of food poverty, and the well-documented increase in the uptake of food bank provision. This paper presents various theoretical perspectives regarding the aetiology of (food) poverty, followed by stakeholders' opinions on the contributors to food poverty and consideration of how these align with various theoretical perspectives.

Various individual, structural and political factors were identified by stakeholders as contributors to food poverty, with income largely agreed to be the most significant contributor. Two themes of contributors were identified during analysis: micro-level and individual-level contributors and macro-level and economic-level contributors. Structural factors were most commonly cited as contributors to food poverty during both stakeholder interviews and stakeholder roundtables, followed by individual factors and political factors.

Understanding the contributors to food poverty can inform targeted policy action.

There is a lack of theoretical and conceptual literature regarding the causes of food poverty, and there has to date been limited research on the contributors to food poverty in Northern Ireland/the United Kingdom.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Lack of strategic thinking by senior managers has been identified as a major shortcoming in organisations. Draws on concepts in management and psychology to present a framework that can be used to remedy this situation. Argues that strategic thinking needs to be addressed at two different, but interrelated levels: the individual level and the organisational level. Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.

In this opening chapter the authors analyse current scholarship on teacher emotion and leader emotion produced almost entirely in western countries, and call for contextualising this research by juxtaposing emotion with basic characteristics of traditional and transitional societies. Some attention is given to the meaning of emotion across national culture, including those of developing countries.

The purpose of this paper is to place the idea of the learning organization in a historical, multidisciplinary context with the aim of identifying obstacles and opportunities for its greater realization in practice.

Marking the 30th anniversary of publication of Peter Senge's “The Fifth Discipline”, the paper reflects on approaches to the study and analysis of organizations over the past century from German sociology, human relations, organization development, the learning organization to responses to the Covid-19 pandemic.

It is suggested that distributed leadership is critical to the realization of organizational learning and its absence is a major inhibitor of such learning. Following Argyris, it is argued that high levels of skill (personal mastery) may, in some circumstances, provide a barrier to organizational learning in the face of contextual uncertainty and change.

While no specific areas of research are proposed, questions are raised which may only be answered in the wake of appropriate (interdisciplinary) research.

The reflective nature of the paper suggests that significant reform is required in the legislation that encourages short-term thinking on the part of institutional investors to the detriment of strategic thinking and long-term planning.

The Covid-19 pandemic seems to have provided an opportunity to redress a perceived imbalance between traditional organizational thinking and opportunities demonstrated by effective community action, for reappraisal of organizations as communities of people as well as being formalized structures, systems and processes.

This paper seeks to synthesize diverse theories of organization with the aim of stimulating further innovation in approaches to organizational learning.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.