Steve Moffatt, Wai‐Yin Wan and Don Weatherburn
The purpose of this paper is to determine whether trends in arrests for heroin, amphetamine‐type substances (ATS) and cocaine can be used as indicators of trends in the use of…
Abstract
Purpose
The purpose of this paper is to determine whether trends in arrests for heroin, amphetamine‐type substances (ATS) and cocaine can be used as indicators of trends in the use of these drugs.
Design/methodology/approach
The question was addressed using ARIMA models to analyse the relationship between arrests and emergency department (ED) admissions for narcotics, amphetamine type substances (ATS) and cocaine.
Findings
Strong positive correlations were found for the narcotics and cocaine series between arrests and EDs in the same month (contemporaneous correlation) and between arrests in the current month and overdoses in earlier months (lagged correlation). The contemporaneous correlation between ATS arrests and EDs was slightly less strong than the lagged correlations at two and four months. A jump in ATS EDs, was followed by a jump in arrests in the same month and then two and four months later.
Practical implications
Arrests for narcotics use/possession, ATS use/possession and cocaine use/possession may in some circumstances provide useful intelligence about drug trends and/or a basis for evaluating the impact of police drug law enforcement activity on the use of narcotics, ATS and cocaine when other stronger measures of drug use are not available.
Originality/value
Efforts to evaluate local drug law enforcement activity on illicit drug use have been hampered by poor measures of trends in illicit drug use at small area levels. This is the only study the authors are aware of that has examined the long‐term relationship between illicit drug arrests and emergency department admissions for illicit drug use.
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Kelly Hewett and Laura L. Lemon
This paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with…
Abstract
Purpose
This paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with each other, and also propose a guiding framework relevant for both managers and researchers.
Design/methodology/approach
A grounded theory methodology was adopted. Data collection included open-ended interviews with 13 executives representing the integrated marketing communications (IMC) function, the integrated corporate communications function and external agencies supporting firms while navigating crises.
Findings
Results revealed a three-stage process of internal coordination efforts during crises: sensing or scanning the environment and gathering insights regarding crises, informing or disseminating these insights throughout the organization to create transparency and responding or reacting to the event via a coordinated effort.
Research limitations/implications
The framework does not directly incorporate input from consumers or customer contact employees, both of which may be relevant.
Practical implications
Findings offer direction for managers to establish processes that prepare for and potentially reduce crises’ negative consequences. In addition, this study reveals the importance of decision-makers being vigilant regarding social media’s influence on such a process.
Originality/value
The conceptual framework moves beyond previous brand crisis research, provides insight into the processes firms use to successfully manage crises and reveals the relevant factors related to internal coordination.
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Abstract
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Jean-Laurent Domingue, Steve F. Michel, Carole Cléroux, Tom Dobson, Jean-Michel Fréchette, Nina Fusco, Lara Jaroudi, Robert Konecki, Donna Power, Sara Richardson-Brown, Richard Robins, Tony Stufko, Sarah Telford and Whitney Wesley
Forensic mental health programs (FMHPs) in Ontario, Canada provide rehabilitation and supervision services. However, models available to guide their delivery are primarily adapted…
Abstract
Purpose
Forensic mental health programs (FMHPs) in Ontario, Canada provide rehabilitation and supervision services. However, models available to guide their delivery are primarily adapted from fields outside of forensic mental health. To partially fill this gap, this paper aims to provide a general review of the process a multi-professional team took to develop the Integrated Forensic Program [IFP]-Ottawa Model of Risk Management & Recovery.
Design/methodology/approach
Working groups were initiated to identify the needs of patients in their local setting, conduct a literature review on care delivery models in forensic mental health and build a service delivery model specific to forensic mental health.
Findings
The resulting model places patient engagement at its centre and encompasses eight domains of need that contribute towards the patient’s recovery and the management of the safety risk they pose to the public, namely, the basic needs, diversity and spirituality, social, occupational, psychological, substance use, physical health and mental health domains.
Practical implications
The IFP-Ottawa Model of Risk Management & Recovery provides a framework to which therapeutic group services for persons in FMHPs can be aligned.
Originality/value
The leadership teams in FMHPs could use this framework and the method used for its development to ensure group services provided at their FMHPs are evidence-informed and coincide with their patients’ specific needs.
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BASF Lacke + Farben AG, Muenster (Federal Republic of Germany) and Tanabe Chemical Industries Co Ltd., Osaka (Japan) have established a joint company for the sale of OEM…
Abstract
BASF Lacke + Farben AG, Muenster (Federal Republic of Germany) and Tanabe Chemical Industries Co Ltd., Osaka (Japan) have established a joint company for the sale of OEM automotive paints. THe agreement was signed in Osaka by Hrimata Tanabe, President of Tanabe Chemical Industries, and Dr Juergen F Kammer, member of the Board of BASF Lacke + Farben AG.