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Challenges facing researcher development are explored in relation to three UK case study initiatives of building research capacity in Education. Drawing evidence from evaluations of these initiatives, we argue that expansive research workplaces build research capacity particularly effectively. The nature of expansiveness is dependent upon the range of learning opportunities, engagement with research communities and interpersonal support. The importance of inter‐institutional collaboration to promote capacity across the academic discipline is also highlighted. We conclude that the development of, engagement with, and investment in inter‐institutional, interproject communities is imperative to the effective building of research capacity.

A CEO's number‐one asset is credibility, but he or she doesn't have much time to build it.

OF all the efforts which have been made within recent years to popularize Public Libraries or to improve the reading standard of the public, none has been so popular, or so generally adopted as the plan of organizing courses of lectures. This in spite of the fact that lectures are becoming less and less necessary as a means of spreading knowledge and ideas. It may be that lectures with experiments, lectures to arouse interest, to amuse, to produce an emotional or æsthetic effect may still have some value, but lectures to call forth intellectual effort and to spread ideas are practically superseded by books. If this be granted it follows that the lecture courses generally given under the auspices of library authorities have this result—they do not stimulate the intellect nor do they create any desire to use books as a means of improving the intellectual standard of the individual. The cause of this is to be found in the miscellaneous character of the lectures. It is no unusual thing to find that a course of library lectures includes such diverse subjects as “The Ice Age,” “Six months in the Tropics,” “Beetles,” “Hygiene,” “The Moon,” “Shakespeare,” &c. The effect of such courses upon anyone who may attend them all is similar to that produced upon the mind of the person who reads the “tit‐bits” pages in one of the popular magazines. Custom has much to do with this state of affairs, and lectures like those above outlined have long been recognized as suitable for a library, mainly perhaps because they can be procured cheaply and with little trouble.

Organizational studies of time tend to be done by academic researchers rather than practitioners. This chapter builds on academic research to provide a practitioner perspective by reviewing time situated in theory and constructing two phenotypes: timescapes of business and social time. These timescapes are defined by six dimensions, each with a social and business time parameter. Organizational business and social timescapes have different functions and applications. Timescapes, with their concomitant dimensions and sets of parameters, are used differently by senior managers, middle managers, and entry-level managers. Three multi-level approaches (self, dyadic, and social relationships), composition theory, and compilation theory confirm these three managerial timescape usages. After a review of the theoretical bases of the timescape constructs and a brief discussion of the grounded, anthropological, research methodology used in the study, this chapter applies timescape theory and models to an extended time case study of the Procter & Gamble Company that frames the company's timescape understanding and use from a practitioner's view.

The purpose of this paper is to explain how employability and entrepreneurship embedded in the practice of professional placements in a large UK Business School, grounded in literature and research concerning the relationship between professional experience and employability. It explores possible further developments of this practice into student entrepreneurship.

The paper outlines the relevant literature and then describes the operation of the scheme in practice. It identifies relevant problems and discusses opportunities for both development and research.

Professional experience is of immense value to both students and the organisations that host them. Despite reluctance on the part of some of these two key stakeholders, it has the potential for further expansion in terms of number of students on placement, their location, their experience and integrating placements with entrepreneurship education.

Organisations may see the benefit of employing students on one year or shorter contracts. Universities not currently offering professional placements within the curriculum to their students may wish to adopt best practice and those that are already involved may wish to consider the optional/compulsory element of the placement experience in order to address the reticence of many students to secure this experience. The paper suggests solutions to the well‐established question “Can entrepreneurship be taught?” by investigating the idea of Enterprise Placements.

The paper helps to explain, in a practical way, the opportunities and problems associated with the implementation of a placement scheme in the context of relevant literature.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

This chapter discusses a complex research model that accommodates qualitative organizational learning methods and permits researchers to formulate clear research questions that are then explored through quantitative methodologies. Using a multitiered research model, it reinterprets the Procter & Gamble case material presented in “Timescapes: A Multi-level Approach for Understanding Time Use in Complex Organizations” and addresses the issues discussed in Sherry's and Broberg, Bailey, and Hunt's commentaries (both found in this volume).

To review FINRA enforcement action taken against a broker-dealer over failure to waive mutual fund sales charges for certain eligible customers and failure to establish, maintain, and enforce a supervisory system and written procedures reasonably designed to ensure eligible accounts received sales charge waivers as set forth in the mutual funds’ prospectuses.

Reviews and summarizes FINRA’s finding’s regarding the broker-dealer’s failure to apply applicable mutual fund sales charge waivers, deficiencies in the broker-dealer’s supervisory system and written procedures resulting in the failure, resulting violations of FINRA rules, the broker-dealer’s remedial efforts, and the sanctions imposed.

This settlement provides an important reminder for FINRA member broker-dealers of the need to ensure that eligible investors receive applicable sales charger waivers or are placed in the appropriate share class, and to establish, maintain, and enforce a supervisory system and written procedures reasonably designed to ensure eligible accounts received sales charge waivers as set forth in the mutual funds’ prospectuses.

Practical explanation from experienced financial institutions lawyers.

To alert participants in the mutual fund industry to regulatory developments in the alternative mutual fund space as articulated by the SEC’s Director of the Division of Investment Management.

Reviews the Director’s discussion of the SEC’s concerns related to Valuation, Liquidity, Leverage and Disclosure resulting from the proliferation of alternative mutual funds. Additionally, summarizes the Director’s comments regarding Board oversight of alternative mutual funds.

While the Director’s speech does not establish any new law or regulation, it is a practical summary of the SEC’s expectations for mutual fund complexes when implementing and operating mutual funds with alternative investment strategies that have historically been the province of private funds.

Practical explanation from experienced financial institutions lawyers.

This paper aims to explore how community‐controlled open innovation affects cost‐ and differentiation‐based competitive advantage, and to explain how it allows some sources of economic rent to remain while others are taken away. Although models of competitive‐advantage remain relevant, open innovation means that the main drivers of performance are changed. Open innovation means that there are implications for firms' ability to profit from intellectual property that they do not own. The paper seeks to address those issues.

The work is conceptual.

Economic rents from property rights disappear, those from economies of scale and capital requirements are reduced, but those from experience‐curve effects, differentiation, distribution, and switching costs remain. Similarly, rents from the difficult‐to‐imitate resources of networks and reputation remain intact, and while those from employee knowhow and culture remain, they are likely to be in reduced amounts.

Propositions are provided for empirical testing. There also is a need to identify breakpoints between open‐innovation benefits and the costs associated with lost innovation skills, and a need to extend this work to firm‐controlled and third‐party controlled open innovation.

For some firms open innovation will not adversely affect competitive advantage but those whose advantage is driven by barriers to entry, skills in innovation and anticipating customer needs, or that rely on proprietary product designs, can lose in the longer term.

Where the majority of work examining open innovation addresses property rights, economic rationales, governance, and processes, this work focuses on the effects of open innovation on strategy content and consequent firm performance.