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The aim of this paper is to review the concept of the virtual research environment (VRE) in the light of its development over the past five years, and assess its applicability to the arts and humanities disciplines.

Evidence from a number of case studies exemplifying the VRE approach is reviewed, and the case of a VRE in archaeology, the Silchester Roman Town project, is discussed in detail. The interpretive implications of using computers as a means of dealing with artistic and humanistic data, are highlighted.

There is a critical comparison to be drawn between VREs in the sciences and the humanities/arts. This is caused by the “fuzzy” nature of data and workflows in the latter, as compared with the more formal and definable research practice in the former. It is proposed that, to deal with this, the plan of any project which seeks to set up a VRE in the humanities should consider the research process under three headings: processes which the VRE seeks to introduce, existing processes which it seeks to undertake digitally, and processes which will be unaffected by the VRE.

In order to progress “the VRE” from being an artificial construct, driven by dedicated project funding, towards being an embedded part of research practice, those concerned with developing VREs need to consider the nuances of those research practices. This paper seeks to review those nuances by synthesizing data and experience from existing projects, thereby facilitating that embedding process.

In some respects traditional leadership is not working. The aim of this two‐part paper is to summarise key findings of a five year investigation into quicker and more affordable routes to creating high performance organisations. It identifies some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This first part introduces “new leadership” and performance support.

A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

“New leadership” is less about “top‐down” leading and more about providing “bottom‐up” support, particularly of those who contribute to key corporate objectives. It requires a different balance and focus in a number of areas and can be facilitated by the strategic adoption of performance support which can deliver multiple benefits and offers a quicker and more affordable route to the high performance organisation.

Further investigation is required of the implications of the findings for people and organisations.

A cheaper and more cost‐effective alternative to expensive, lengthy and disruptive change and transformation programmes has been demonstrated which can deliver essential elements of “new leadership”, boost performance, cut costs, reduce risks and stress, ensure compliance and generate high returns on investment. Despite its advantages the more widespread adoption of “new leadership” and performance support might require a re‐energising of corporate boards.

There is potential for making difficult jobs easier and less stressful for many people.

The paper summarises the main findings of an investigation that has identified a requirement for “new leadership” and an approach which if strategically adopted can facilitate its introduction. Important aspects of the shift of emphasis and focus required by “new leadership” are identified, along with the central contribution that performance support can make to its beneficial adoption.

Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. It aims to suggest a practical and much more cost‐effective way of quickly achieving multiple corporate objectives and measurable benefits for both people and organisations is often being overlooked.

A programme of critical success factor, “issue” and other surveys was complemented with a five‐year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

Recruiting exceptional people – even if affordable – can create a host of problems if they are not properly managed, which is often the case. Paying for talented people may make little sense for organisations that cannot harness or capture and share what they do differently. Talent needs to be relevant to what an organisation is seeking to do and critical success factors for excelling in key roles, and what top performers do differently in these areas captured and shared.

Evaluations of performance management need to consider all the objectives that are beneficially impacted.

One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as talent management and adopt quick, focused, cost effective alternatives that generate large returns on investment, and quickly deliver multiple benefits for people and organisations. Performance support can enable average performers wherever they may be to excel at difficult jobs.

A wider range of people can be helped to do difficult jobs.

The paper summarises the main findings of an investigation that has identified deficiencies of contemporary approaches to talent management, identifies an approach which if strategically adopted can enable relevant talent in terms of how to excel at key roles to be developed as and when required, and sets out the benefits of Talent Management 2, of which performance support is a central element.

The use of choice-based, matched, and other stratified sample designs is common in auditing research. However, it is not widely appreciated that the data analysis for these studies has to take into account the non-random nature of sample selection in these designs. A choice-based, matched or otherwise stratified sample is a nonrandom sample that must be analyzed using conditional analysis techniques. We review five research streams in the auditing area. These streams include work on determinants of audit litigation, audit fees, auditor reporting in financially distressed firms, audit quality and auditor switches. Cram, Karan, and Stuart (CKS) (2009) demonstrated the accuracy of conditional analysis, compared to unconditional analysis, of nonrandom samples through the use of simulations, replications, and mathematical proofs. Papers since published have continued to rely upon questionable research, however, and it is hard for researchers to identify what is the reliability of a given work. We complement and extend CKS (2009) by identifying audit papers in selected research streams whose results will likely differ if the data gathered are analyzed using conditional analysis techniques. Thus research can be advanced either by replication and reanalysis, or by refocus of new research upon issues that should no longer be viewed as settled.

The Vocational Rehabilitation (VR) Service System was created in 1973 in the United States as a way to help people with disabilities access necessary supports and services to return to work and live independently. The program receives federal funds and operates in all 50 states and territories. The program is designed to allow consumers to develop a rehabilitation plan in collaboration with a VR counselor and receive necessary services and supports in order to meet their rehabilitation goals. Unfortunately, there are serious issues with access to services and rehabilitation success for minority individuals in the program, particularly African Americans. The chapter will first provide a brief overview of the Rehabilitation Act and its purpose, then we will introduce some of the research that has been conducted to evaluate the program over the years, with particular emphasis on the outcomes for African Americans, and then will focus on a series of studies that have been conducted by the authors in the state of Illinois. The chapter will conclude with some suggestions about ways in which the system could be improved and ways to empower African Americans in pursue of their rehabilitation and independent living goals, including peer-support and supported employment.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

Family firms account for around 75 per cent of all business enterprises in the UK, but there is a lack of research on these businesses. The family firms literature recognises that there are differences between family and non‐family businesses; differences that can be explained by conflicts between a juxtaposition of family values and business values. Consequently, family firms tend to have different approaches to ownership and control, the composition of boards, employment practices, strategy formulation and succession management. This paper reports on the demographic characteristics, ownership configurations, boardroom arrangements, managerial and succession practices of a random selection of 1,065 family firms located in Scotland and Northern Ireland. Results reveal that the firms are well‐established, privately owned, small businesses in which the lead family retains almost all shares and dominates the board of directors. These firms give some preferential treatment to family members in employment and managerial matters but business objectives are not ignored. In keeping with previous research, succession matters are not regularly discussed and much more needs to be done to allow for a smooth transition from one family generation to another. The authors conclude by arguing that there is an urgent need for policy makers to address the problems and needs of small family firms and to develop frameworks and practices for assisting these businesses.

At almost 1,500 feet above sea level Wanlockhead is the highest village in Scotland, lying in the Lowther Hills some eight miles above Sanquhar in Nithsdale and a similar distance from Abington in Lanarkshire, above the Clyde Valley. The name of its close neighbour, Leadhills, gives the clue to why inhabitants could have been induced to settle in such a remote, bleak and inhospitable location, for lead had been mined in the area since the Middle Ages. It was during the Seventeenth Century that mining in the area became a significant activity and in the Eighteenth Century the numbers of miners and their employees increased dramatically and social and village life developed.

Microfinance impact evaluation studies help in discovering client needs which are diverse, special and different from the needs of the conventional bankable clients. Thus, such area of market research is becoming essential for microfinance institutions for designing better client-centred products. In this research, the authors discuss the specific model of household economic portfolio (HEP) for qualitative impact evaluation in microfinance. The paper aims to discuss the complexity limitations of the HEP. Solutions are provided for overcoming these limitations. The modified household economic portfolio (M-HEP) model is simplified and detailed, and two types of diaries are suggested for implementing it.

First, the authors briefly review the literature on impact assessment methods in microfinance and on the HEP model. In the second part of the paper, the M-HEP is suggested and discussed in detail. In the third part, the authors present a case study to illustrate the additional information that can be generated by using our suggested research tool and model. Finally, the authors wrap up with a summary of the findings.

Solutions are provided for overcoming the limitations of the HEP model. The suggested model (M-HEP) is simplified and detailed, and two types of diaries are suggested for implementing it. The case study shows that, certainly, time and money are related. While time may mean money for a rich person, for a poor person, if money is not forthcoming, she may spend time on non-income generating work that adds to her social esteem. She may also consume inexpensive assets because spending time at low cost is important. Finally, she spends time in conducting activities for which she cannot afford to pay.

The paper offers two novelties. First, it details the interactions between the elements of the HEP model of Chen and Dunn. This improvement to the original model is highly important for defining the measures that are required for redrawing the economic portfolio of an individual. The second novelty is in suggesting the collection of time-use and financial daily data. To the best of our knowledge, this is the first time a combined diary is used in microfinance research. These two novelties allow the application of a modified version of the highly interesting HEP model in spite of its complexity.