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Positive behaviour support (PBS) is currently considered best practice for managing challenging behaviour in young people with intellectual and developmental disabilities. A key principle of PBS is that all members of the person’s support network participate in the assessment and intervention. It is, therefore, important to understand what factors act as facilitators or barriers to family engagement; however, research in this area is limited. The purpose of this paper is to conduct a novel piece of qualitative research analysis into experiences of family members of young people who have received family-based PBS.

Eight parents of a young person with an intellectual or developmental disability who had received PBS were interviewed about their experiences and factors they found helpful and hindering in terms of their engagement. Thematic analysis allowed a detailed and robust interpretation of the qualitative data.

Five superordinate themes were identified, namely, PBS is more than just strategies, considering the family context, the therapist/family relationship, acknowledging challenges and the ongoing nature of the problem and supporting family member change.

Although research was rigorously conducted, the small sample size mean findings should be considered preliminary.

The literature related to family engagement in PBS is limited and largely based on the opinions of professionals. This study identified factors that parents themselves felt were helpful and hindering in terms of their engagement and offers practical suggestions for services and future research.

This paper seeks to consider the interaction between corporate brands and organisational cultures within less successful UK financial services organisations to provide guidance about better managing corporate brands.

A total of 41 in‐depth interviews were conducted within less successful UK financial services organisations from a grounded theory standpoint.

Given the link between culture and employee behaviour and the criticality of employee behaviour in services brands, organisational culture was perceived by managers and staff as being key to brand success. However, amongst the corporate brands studied, the cultures were not brand‐supportive and a misalignment was noted between culture and brand. The study found that the organisational cultures were confusing and inconsistent, were undergoing a process of change, were focused on quantitative performance targets, were averse to innovation and in one case were unnecessarily “tough”.

The results highlight the need for managers to be attentive to the consistency and congruence between values in the organisational culture and corporate brand, to ensure that cultural change is managed appropriately, to adopt a holistic approach to brand management and to empower employees. A model is posited of the cultural pitfalls to avoid when managing corporate brands.

The value of the paper is that it can help financial services brands achieve their potential by allowing them to manage the interaction between culture and brand so as to optimise brand performance by avoiding the pitfalls encountered within less successful brands.

To investigate the factors characterising financial services brands in the UK which are succeeding rather than thriving.

From a grounded theory perspective, depth interviews were conducted with 42 respondents within four UK financial services organisations.

Brands which had not achieved “greatness” tend to be rooted the past, place emphasis on financial performance rather than brand success indicators have inadequate leadership support for the brand, be poorly differentiated, exhibit a lack of understanding and confusion about branding issues, have service quality concerns, demonstrate HR activities which could be more fully “on brand”, and have a culture and values which are not clearly and consistently reinforcing the brand.

The study was bound by the availability of respondents' time. The focus was to examine four organisations in considerable depth. Moving forward, it is intended that a quantitative study will be undertaken to better generalise and expand upon these findings within financial services.

A number of significant managerial implications are drawn from this work, which are of value to managers, consultants and academics.

While the extant literature is rich in suggestions about what might promote brand success, less attention has been paid to the opposite scenario. This paper seeks to bridge this knowledge gap by addressing the factors which may be linked to some financial services brands' relative lack of success.

Having a successful brand that is integrated and coherent can provide a sustainable competitive advantage. The aim of this paper is to identify internal factors contributing to financial services brand success and ultimately to facilitate better‐informed branding activities, thereby growing brand equity.

A grounded theory approach is adopted and indepth interviews were carried out with 68 respondents amongst six financial services organisations.

The organisations with more successful brands were characterised by the following factors: a holistic, consistent and integrated approach to branding, a focus on excellent and personalised customer service, an ethos which challenges the norm, a responsiveness to change, a high degree of brand literacy, and a synergy between the brand and organisational culture.

The study was bound by the availability of respondents' time. The focus was to examine a relatively small sample of organisations in considerable depth. Moving forward, it is intended that a quantitative study will be undertaken to generalise and expand on these findings within the financial services market.

A number of significant managerial implications are drawn from this work, for example using the brand ethos model to enable employees to internalise their brand and the use of “brand jigsaw” workshops to facilitate brand consistency.

The results provide valuable insights into financial services brand management, encouraging the employment of more effective branding techniques within a sector that has traditionally had little interest in branding.

This chapter examines the topic of internal branding from an organizational/behavioral science perspective, theoretically and empirically investigating how organizational members actually enact corporate brands. A mixed method research procedure serves to surface conscious (i.e., deliberate) and unconscious (i.e., tacit) internal brand meaning enactments in an internationally operating Austrian corporate business-to-business brand. The results are evidence of the potential complexity of real-life internal branding processes that limit the possibility of achieving a cohesive intended internal implementation of corporate brands. The chapter concludes with the managerial implication that purposeful managerial interventions necessitate an understanding of the social system that is the target of an internal branding initiative.

This chapter examines the topic of internal branding from an organizational/behavioral science perspective, theoretically and empirically investigating how organizational members actually enact corporate brands. A mixed-method research procedure serves to surface conscious (i.e., deliberate) and unconscious (i.e., tacit) internal brand meaning enactments in an internationally operating Austrian corporate business-to-business (B2B) brand. The results are an evidence of the potential complexity of real-life internal branding processes that limit the possibility of achieving a cohesive intended internal implementation of corporate brands. The chapter concludes with the managerial implication that purposeful managerial interventions necessitate an understanding of the social system that is the target of the internal branding initiative

Reference librarians in today's academic libraries are typically confronted with a growing array of simultaneous demands. Strained financial resources, staffing shortages, the challenge of adding new services, the explosion of information, and the electronic revolution have complicated (and sometimes compromised) the delivery of quality services. In response to many universities' growing commitment to offer nontraditional degree programs, reference staff are also assuming more responsibility for night and weekend instruction.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Journalism is concerned with the reporting, writing, editing, broadcasting and the photography of news. Editorial or print journalism is limited to writing, editing and reporting and it is one factor in the ever‐growing list of diverse opportunities open to the modern day journalist. Photojournalism, radio and television broadcasting, editorial and newspaper cartoons, public relations and telecommunications are other aspects. All of these are part of “mass media” or “mass communication,” phrases that will be repeated throughout this article. Other areas considered part of the mass media are cinema, advertising, book publishing and sometimes photography.

The following annotated list of materials on instructing users in library and information skills covers publications from 1982. A few items have not been annotated because the compiler was unable to secure copies of these items.