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This paper aims to provide an account of the legal development concerning civilian right to pursue legal action against public authorities. Review includes historical recap of the state of law practiced prior to 1977 and the decision in the case of O’Reilly that forcefully limit individual’s right to bring action. Despite its blatant disregard of the relevant statute, the O’Reilly decision remains a valid precedent. The essay then considers subsequent law reform and the effect of the Human Rights Act 1998 in limiting the applicability of the O’Reilly principle. The essay aims to benefit law students and non-legal lay person.

The paper adopts a hermeneutics positivism approach in considering relevant case laws that is precedent to the matter under discussion. Thereupon, an interpretivism approach is applied to examine subsequent reforms and its impact on civilian right to seek justice.

Judicial exclusivity restrains right to seek justice, but is it not totally discredited due to public policy. UK membership in the EU is an obstacle to judicial sovereignty, but it is also an avenue to dilute exclusivity.

This paper is presented in a simple easy-to-understand form that enable lay-person to understand the current state of law in matters concerning public law violation by public authorities and avenues available to them.

The paper contributes to reinforce understanding on the conflict between common law and statute, and current state of law concerning individual’s right to access to the court of law in cases related to public laws and public authorities.

Though geographically distributed teams are rapidly increasing in prevalence, empirical research examining the effect of distance on group process has not kept pace. In a study of 24 product development teams located within five companies, we attempt to bridge the gap between research and practice by comparing the amount of affective and task conflict reported in collocated versus geographically distributed teams. We further examine how conflict is impacted by shared team identity, cultural heterogeneity, and reliance on technology for communication. As hypothesized, shared team identity was associated with less task conflict within distributed, but not collocated teams. Similar effects were found for affective conflict, suggesting that a shared identity may help distributed teams to better manage conflict. Our results also suggest more task conflict on teams that rely heavily on technology to mediate their communications. In examining performance, we found some support for our hypothesis that conflict would be more detrimental for distributed than collocated teams.

The purpose of this paper is to analyse how contemporary artists construct and position their “person brands” and reflects on the extent to which artist brand building results from strategic brand management.

A conceptual framework proposes a spatial perspective on artist brand building to reach an analytical insight into the case of visual artists in London. The empirical analysis is qualitative, based on serial and in-depth interviews, complemented by participant observations.

Artist brand building relies on the creation and continuous redefinition of “in-between spaces” that exist at the blurred boundaries separating an individual and isolated art studio, and the social and visible art scene. Artist brand building is a bundle of mechanisms that, mainly occurring without strategic thinking, are “nested” within the art production process throughout which learning, producing and performing are heavily intertwined.

This study was undertaken with a focus on visual artists and specific operations and spatialities of their individual art projects. Further empirical research is required in order to fully explore the manifold of practices and spatialities that constitute contemporary artistic practice.

This study fosters artists’ awareness of branding effects that spillover from artistic production, and thus potentially opens the way to a more strategic capitalization on these.

The adopted spatial perspective on the process of artist brand building helps to uncover “relatively visible” and “relatively invisible” spatialities that, usually overlooked in branding debate, play a significant role in artist brand building.

Limited previous studies about Vietnamese returned migrant workers reviewed that a relatively high rate of migrants returned home before their contract ended. This paper aims to explore how the decisions to return were made under social lenses.

This paper analyses data obtained through in-depth interviews of contract workers who had worked in Taiwan with a focus on Phu Tho province in Vietnam.

The authors followed O’Reilly’s (2012) adaption of Practice theory in migration research to examine a group of Vietnamese labour migrants returning from Taiwan. Under this theory, external and internal structures are the two divisions of the social environment. The authors identified external structures that might enable or constraint migrant’s mobility. When negotiating internal structures, Vietnamese women might end their contract early in response to family obligations.

The findings provide insights into how women make their decisions when to return, which may contribute to a better understanding of how to assist women engaged in transnational labour migration.

Purpose: Social rejection is a negative interpersonal experience that leads to emotional, cognitive, and physiological outcomes. We develop a theoretical model arguing that social rejection in workplace settings can alter employees' personal values in either the short- or the long term. Methodology: This is a theoretical essay based on three theories: (1) human values; (2) affective events; and (3) shattered assumptions. Findings: In the proposed model, an employee's emotional reactions to social rejection in the workplace (emotional distress or emotional numbness) partially mediate the relationship between the experience of social rejection and short- or long-term development of self-protective (rather than self-expansive) personal values. Originality: The processes whereby social rejection at work leads to personal value change remain largely unexplored to date. The proposed model represents an initial attempt to understand this process, including the effects of emotional distress (long term) and emotional numbness (short term). Research Implications: The model introduces the mechanisms whereby social rejection in the workplace leads to short-term and long-term changes in individual values and has potential to serve as a launchpad for future research interest in this phenomenon. Practical Implications: The framework proposed in this chapter should help scholars to understand better the dynamics of social rejection in the workplace and how this phenomenon affects employees' values in work settings, both in the short- and long term.

We explore the antecedents of workplace ostracism and delineate possible organizational interventions to deter ostracism. Under the lens of evolutionary psychology we argue that individuals deemed capable of contributing to social and organizational goals become valued group members while those who threaten group stability and viability risk being shunned or ostracized. Specifically, we review empirical evidence and present the results of a pilot study suggesting that those who are perceived to violate injunctive and descriptive norms, as well as threaten one’s self-concept are at increased risk for ostracism. In terms of intervention, we propose mindfulness techniques and organizational support as a route to deter employees’ inclinations to ostracize coworkers. Thus, a primary goal of this chapter is to explicate a framework for identifying the predictors and deterrents of workplace ostracism in order to generate additional research on this important topic.

Being ignored or excluded is a painful experience. Belongingness theory suggests that individuals inherently desire for belongingness and social interactions. This study aims to explore whether ostracized employees take actions to seek potential re-inclusion in the workplace.

Data were collected from a two-wave survey. Ordinary least squares regressions were conducted to test the hypotheses.

Workplace ostracism is positively associated with victims’ impression management behaviors (i.e. self-promotion and exemplification) through need for approval. In addition, these indirect relationships are more salient for victims with stronger self-face concerns.

This study examines how ostracized employees strive for potential re-inclusion and who are more likely to seek approval. Specifically, this study identifies two impression management behaviors as victims’ potential re-inclusion tactics in response to ostracism in the workplace.

The purpose of this paper is to examine the significance of 23 Things @SCPL, a learning Library 2.0 program based on Web 2.0, running from September 2007 to January 2008 at Santa Cruz Public Libraries.

The paper introduces a new methodology in promoting the concept that learning could not only be self‐directed and collaborative, but also fun and rewarding.

By studying indepth the program's implementation process, the two authors report their findings in the following areas: organizing the first project in the history of Santa Cruz Public Libraries, to involve the whole organization in the learning process about the digital realm; helping staff members overcome typical learners' stress and blocks, by offering an innovative teaching approach; key to success I: comprehensive curriculum; key to success II: strong leadership; and impact on library services and beyond.

The paper analyzes a successful implementation of the “lighten‐up” approach for program management. For this purpose, it adopts a user‐friendly and easy approach, so as to reach a broader audience.

The paper helps project managers to organize, develop and succeed in their new projects.

The purpose of this paper is to explore the connections between sexual harassment and ostracism both before and after the modern day #MeToo movement. It outlines how the birth of the #MeToo movement lessened the impact of ostracism, empowering victims to report their abusers.

This paper provides an overview of the ostracism literature, and discusses why ostracism has historically prevented individuals from disclosing workplace abuse. It also examines recent and historical cases of sexual harassment where ostracism has both inhibited targets of sexual harassment from reporting and harmed those who stood up for their right not to be harassed.

Both purposeful and non-purposeful ostracism have negative impacts on employees and organizations as a whole, and the fear of ostracism prevented many from disclosing harassment and abuse in the workplace. The #MeToo movement, by nature, is antithetical to ostracism by building community and freeing people to seek justice. This paper makes practical recommendations for organizations that wish to help prevent ostracism as a response to workplace sexual harassment disclosure.

Both purposeful and non-purposeful ostracism have negative impacts on employees and organizations as a whole, and the fear of ostracism prevent many from disclosing harassment and abuse in the workplace. The #MeToo movement by nature is antithetical to ostracism, building community and freeing people to seek justice. This paper makes practical recommendations for organizations that wish to prevent ostracism as a response to workplace sexual harassment disclosure. Additionally, it provides future research directions to explore the empirical link between the disclosure of sexual harassment and ostracism.

This paper analyzes a crucial barrier to reporting sexual harassment. It both examines the consequences of ostracism and highlights how the threat of ostracism can be overcome through intentional organizational efforts.