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Knowledge on corporate crime still lags behind its far‐reaching economic significance. In order to learn more about the motives of corporate criminals, qualitative psychological interviews were conducted with convicted offenders to identify the critical motives behind the crimes. In a quantitative analysis the offender profiles were then systematically compared and validated with the help of court records from public prosecutors' offices in Germany. The purpose of this paper is to gain insights into the complex interaction of emotional, motivational and cognitive processes leading up to the crime in order to draw possible conclusions for how best to prevent and combat white‐collar crime.

In order to learn more about the motives of corporate criminals, thirteen qualitative psychological interviews were conducted with convicted delinquents in various penitentiaries. The focus was on fraud, embezzlement, breach of trust and corruption. In addition, the court files of 60 corporate criminals from 11 German public prosecutors' offices were analysed systematically in order to evaluate pivotal motives and propitious conditions for criminal behaviour along with characteristic personality traits of the perpetrators.

Five different criminal psychological profiles were identified that enable a better understanding of the motives behind white‐collar crime. The key point is to gain insight into the complex interaction of emotional, motivational and cognitive processes that lead to a criminal act in order to derive possible consequences for preventing and combating white‐collar crime. The results of the study reveal extremely disparate delinquent types that demand a mix of preventive measures and an adequate compliance management framework.

The results of the study reveal extremely disparate delinquent types that demand a mix of preventive measures and an adequate compliance management framework.

Meals on Wheels (MOW) support older people to live in their own homes and communities. The purpose of this paper is to explore MOW experiences from a multi-stakeholder level to inform and better equip this valuable service.

A qualitative approach was undertaken utilising semi-structured interviews and focus groups with current, former and potential MOW service users and MOW stakeholders.

Qualitative analysis explored MOW perspectives and experiences, highlighting a lack of MOW information and awareness, the importance of a client-centred approach the multiple roles of MOW and service transition.

This research explores MOW from the perspective of different groups directly involved in this community service, offering unique multi-stakeholder insights to understand and guide the future of this service.

A retractable landing gear for an aeroplane which comprises, in combination, at least two struts pivotally connected together and each pivotally connected to said aeroplane, a wheel carried by one of said struts, one of said struts being of jointed structure and including two elements articulated with respect to each other, an operating device, wholly supported by said jointed strut and mechanically independent of the aero‐plane proper, including two parts movable with respect to each other, one of said parts being mechanically connected to said strut elements, mechanical means for interconnecting the other part of said device with each of these two strut elements in such manner that relative displace ments of these two parts of the device produce angular displacements of the strut elements, and means, operative from the aeroplane proper, for producing displacements of said two parts of the operating device with respect to each other.

This paper aims to evaluate the maturity matrix (MM) (a facilitated formative self‐assessment tool for organisational development in primary care) on satisfaction, differences between GP and staff, the extent to which practice teams worked on goals set, and to identify suggestions for change to MM.

The approach taken was a cross‐sectional survey administered to all participants by mail in 57 family practices, 278 participants, (143 GPs; 135 staff) in Denmark, one year after participating in the MM project.

At practice level 44 returned at least one questionnaire. At participant level, 144 returned the questionnaire: 82 GPs; 62 staff. A total of 93 gave positive statements on satisfaction with MM, 16 stated initial expectations were not met, 79 would recommend MM to colleagues. Differences between GPs and staff were only statistically significant regarding “increased insight into organisation of work after participation in the MM project”. There was a tendency that GPs were more positive and likely to give an opinion. A total of 22 planned how to meet the goals set at the first MM meeting and 18 felt that they achieved them. In 24 out of 44 practices MM was stated to contribute new ways of working. A total of 12 of 144 stated that they needed more follow‐up support.

The results indicate that MM is a workable method to assess and gain insight into practice organisation with no major differences between GPs and staff.

The paper examines participants views' on MM one year after introduction.

The purpose of this paper is to explore how intra-industry strategic alliances (SAs) seek to assess supplier risk related to sustainability, what motivation drives single members to form or join such an SA, and how such a joint endeavor affects supplier risk management.

An embedded single case study with multiple units of analysis was conducted. The main data were collected through semi-structured interviews with key respondents from seven leading chemical companies, three of which were founding members of the SA, while four were new members.

This paper shows that forming/joining an SA concerning sustainability-related supplier risk assessment, results in the reduction of task uncertainty and equivocality as well as the increase of information processing capacities. Based on the implemented sharing routines, a higher overall efficiency can be achieved. Moreover, the members benefit from an enhanced identification of varying stakeholder expectations, a facilitated capability building and a more comprehensive supplier risk assessment. In particular, the joint endeavors result in assessment processes of higher robustness, which provide outcomes of higher quality.

This paper is the first to investigate companies’ efforts toward improving their supplier risk management in the area of sustainability by establishing/joining an intra-industry SA. By providing insights into the motivation to form or join such a collaborative platform and illustrating the effects that arise from the SA’s work from an organizational information processing perspective, it provides a contribution to both academics and managerial practice.