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Explains that fast‐track programmes have traditionally been the preferred mechanism for recruiting and developing high potential graduates to become the senior management cadre of the future. However, many recent changes within organizations have led to more fluid structures that no longer support traditional hierarchical career progression opportunities. Presents a qualitative study of 20 major fast‐track recruiters which was designed to explore the philosophies, strategies, and human resource management policies and practices used to manage the careers of the fast‐track population, within the current context. Demonstrates that for many organizations, owing to internal and external changes, there has been a shift in career philosophy. Organizations are revising their career management policies and practices, to reflect the “new deal” offered to fast‐track graduates. Highlights some apparent paradoxes between organizations’ career philosophies, policies and practices and the fast‐track philosophy.

This paper aims to investigate how various sales personas interacted and played a role in the early growth of Ewing Kauffman’s Marion Laboratories in the 1950s.

The approach taken is a variation of “retrodiagnosis” – wherein modern psychographic personas are used to profile historical actors. After reviewing trends in both the academic and trade literatures related to professional and entrepreneurial selling in complex environments, the foundational sales force at Marion Laboratories active in the 1950s was assessed using the five sales personas proposed in a 2011 Corporate Executive Board (CEB) study: namely, hard-workers, relationship-builders, lone-wolfs, reactive-problem-solvers and challengers.

Individual members of the foundational sales force at Marion Laboratories displayed a number of dominant persona and subdominant persona traits. The relative success and managerial challenges evidenced by individual members of Marion’s foundational sales force are consistent with the CEB sales persona performance patterns. Specifically, those with dominant challenger and lone-wolf personas were especially crucial in driving sales success – to the point that Marion rapidly rose to become the most notable sales force in the American pharmaceutical vertical.

Given that only a single firm was investigated, along with the interpretive and qualitative nature of the study, the findings are not generalizable. Additional studies in a similar vein with similar findings would add further support to the current findings. Theoretical implications related to customer development and effectuation are touched on.

The investigation lends qualitative historical support to the CEB study. The question of optimal-sales-team-persona-mix is worth founder’s consideration.

This is the first study to use contemporary sales personas to investigate a historically significant entrepreneurial sales force.

The purpose of this paper is to present a case study describing the progress that is being made in one city in England to increase access to Care Act 2014 assessments and personal budgets among people with experiences of homelessness and multiple exclusion.

A case study employing a “study group” to describe and reflect on local development work.

The authors focus on the “systems change” activity that was undertaken by one voluntary sector partnership project to address issues of referral and access to adult social care. This included the development of a “Multiple Needs Toolkit” designed to support voluntary sector workers to communicate more effectively with adult social care around the application of the new Care Act 2014 eligibility thresholds. The authors discuss the role of “persistent advocacy” in increasing access to assessments and also the limitations of this as regard the potential for poorer joint working.

Throughout, the authors draw on the “ambiguity-conflict” model of policy implementation to assess if the learning from this single case study might be applied elsewhere.

The authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be effective, strategy must not just inform, it must. And people are never inspired by reason alone.

A case study of the development and presentation of a strategic story – one designed to describe the future of San Juan Regional. It became known as “The Raiders of the Lost Art.”

According the CEO of San Juan Regional: “We learned a whole new way for management and employees to work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months.”

Research on the success of companies implementing strategic change using the storytelling tool vs. those that rely on an analytical presentation would be valuable.

If you want your change message to actually take hold – if you want it to transform how things are done in your world – then weave your message about the new strategy into a compelling and memorable story.

When more leaders immerse their employees in compelling and inspirational strategy stories, more companies will achieve their change goals.

Implementing treatment programmes with integrity requires a clear statement of what is to be done in treatment, and treatment manuals do this to a greater or lesser degree. In correctional work, many treatment programmes are formally accredited, yet changes may need to be made after accreditation. Updating accredited programmes is important, but there is little formal guidance on post‐accreditation revision. This paper aims to report on practitioner feedback on one accredited programme – Control of Violence for Angry Impulsive Drinkers (COVAID) – with the aim of illustrating how practitioner feedback might be interpreted and used in revising treatment programmes.

The authors surveyed 20 treatment managers in prison and probation services, of whom 11 (55 per cent) responded. Responses were analysed thematically.

Respondents indicated that COVAID met a need for offenders, met the responsivity principle, and was well supported by documentation and post‐training support audit. Respondents offered suggestions for improvement. Some changes to the manual were clearly required; however, many of the suggestions need to be addressed in training. While initial training can be amended for future use, developmental support is another means of maintaining treatment integrity.

The number of treatment managers approached was small and responses were obtained from only 55 per cent of those contacted. Therefore, the views of respondents may not be representative of all treatment managers.

This report addresses the issue of programme re‐accreditation and the basis for revising treatments and treatment manuals.

The contemporary practice of ‘craftivism’ – which uses crafts such as knitting, sewing, and embroidery to draw attention to ‘issues of social, political and environmental justice’ (Fitzpatrick, 2018, p. 3) – has its origins in centuries of radical craft work, where women and marginalised peoples in particular, employed crafts to protest, take a stand, or raise awareness on issues that concern them. This chapter explores how crafts are being used to highlight key social and criminal justice issues that are of concern to criminologists, including the missing and murdered, state and institutional violence, and sexual abuse and violence. In canvassing the ways in which craft is being used to draw attention to, document, memorialise, demand change, and heal, this chapter considers why criminologists would benefit from being attentive to the strategies craftivists are using to challenge the status quo and make visible the invisible.

This chapter lays out a research agenda in the sociology of work for a type of data and organizational intermediary: work platforms. As an example, the authors employ a case study of the adoption of automated hiring platforms (AHPs) in which the authors distinguish between promises and existing practices. The authors draw on two main methods to do so: critical discourse analysis and affordance critique. The authors collected and examined a mix of trade, popular press, and corporate archives; 135 texts in total. The analysis reveals that work platforms offer five core affordances to management: (1) structured data fields optimized for capture and portability within organizations; (2) increased legibility of activity qua data captured inside and outside the workplace; (3) information asymmetry between labor and management; (4) an “ecosystem” design that supports the development of limited-use applications for specific domains; and (5) the standardization of managerial techniques between workplaces. These combine to create a managerial frame for workers as fungible human capital, available on demand and easily ported between job tasks and organizations. While outlining the origin of platform studies within media and communication studies, the authors demonstrate the specific tools the sociology of work brings to the study of platforms within the workplace. The authors conclude by suggesting avenues for future sociological research not only on hiring platforms, but also on other work platforms such as those supporting automated scheduling and customer relationship management.

This essay proposes the need to infuse open innovation (OI) and open source (OS) principles and technologies into schools as a means of tackling many of the most pervasive challenges in education, and by extension, society at large. It is argued that the principles of OI and OS, which are rooted in innovation management and software development, respectively, may be applied to the way we conceive of and approach organizational governance structures related to schooling, particularly in regard to harnessing innovation, updating management processes, and codifying new systems of trust. Whereas OI offers a novel approach to knowledge flow and the open exchange of ideas, communities rooted in OS principles breed tangible and generative effects through peer network democratization. These emergent, digitally defined networks have been proven to maximize innovation potential, expand collaboration, and enable the propagation of highly durable systems of trust and transparency, all catalytic and essential if we are to realize a future learning economy which favors equity, distributed systems, and common goods over profit, centralized decision-making, and proprietorship. It is within this framing that we articulate the core tenets of both OI and OS translationally as a means of stimulating thinking about how core principles of “openness” and the distributed technologies they enable may help to build common ground in an ever-evolving education and information ecosystem.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.