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This paper describes the proactive culture of support that has been effective in the regional development of a semi‐rural area.

Information used in this paper came predominately from participative case studies accompanied with formal and informal discussions with principals, including members of associated economic development groups. Oral responses and observations were supported by plans, reports, pro‐formas and financial statements that were available as the cases developed.

Two streams of businesses contribute to development. One stream is the businesses started by local entrepreneurs. The other stream comes from individuals who relocate their businesses in particular semi‐rural areas. A pro‐active culture of support contributes to success in both streams. This culture is affected by the county's center for economic operations, which is described in the paper. Examples of firms from these streams are given along with services provided to them by entities in the county.

Although, the procedure generally is accepted as providing adequate attention to validity, reliability, and triangulation concerns, one is always careful about accepting generality of case studies.

The desirability of having firms locate in a specific area is a pervasive consideration in economic development. Results here indicate that location of industrial businesses in semi‐rural areas comes from two streams that can be managed strategically by economic development professionals.

The idea of a pass along approach to regional development is fundamental to the management of resources. It should be of particular value to professionals involved in these activities.

Addresses the relationship between work loyalty and individualism in the USA and Canada in a study of 434 subjects from various organizations which participated. Results indicate that national identity has a minimal influence on individualism and work loyalty. Sex, however, influenced both measures. Women were found to be more individualistic and to score higher on work loyalty than male participants. In addition, a high correlation was found between work individualism and loyalty.

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the construction of professional identity. Much has been written to describe the “self-concepts” of those practicing and researching in the field, but there have been no investigations that have explored how these “self-concepts” form. In addition, although women have contributed to defining the “self” in the field, men have held the dominant perspective on the subject. Thus, in this chapter, we address a disparity in the research by exploring the construction of professional identity in the field of organizational development and change, and we give voice to the renowned women who helped to build the field. Using the profiles of 17 American women included in The Palgrave Handbook of Organizational Change Thinkers, we perform a narrative analysis based upon the concepts and models prevalent in the literature on identity formation. By disentangling professional identity formation of the notable women in the field, we can begin to see the nuance and particularities involved in its construction and gain deeper understandings about effective ways to prepare individuals to work in and advance the field.

Compares accident injuries and fatalities occurring during a one‐year Michigan emergency response study (MERS) with figures for the state’s general population accidents over three and five years. Finds that significantly higher rates of accidents occur in pursuits than in the general population or in police non‐pursuit experience but that the MERS fatal accident rate was not significantly higher than in the general population. Suggests that this is partly explained by officers having the advantage of defensive driving training and by a Hawthorne effect; also alcohol consumption is a common factor in general accidents. Points out that non‐fatal injuries were significantly higher than comparable groups. Advocates the establishment of a database built on a mandatory police pursuit reporting system.

Health care institutions in many Western countries have developed preoperative testing and assessment guidelines to improve surgical outcomes and reduce cost of surgical care. The aims of this chapter are to (1) summarize the literature on the effect of preoperative testing on clinical outcomes, efficiency, and cost; and (2) to compare preoperative testing guidelines developed in the United States, the United Kingdom, and Canada.

We reviewed the literature from 1975 to 2014 for studies and preoperative testing guidelines.

We identified 29 empirical studies and 8 country-specific guidelines for review. Most studies indicate that preoperative testing is overused and comes at a high cost. Guidelines are tied to payment only in one country studied. This is the most recent review of the literature on preoperative testing and assessment with a focus on quality of care, efficiency, and cost outcomes. In addition, this chapter provides an international comparison of preoperative guidelines.

Argues that US county‐level policing is distinct from municipal policing. Examines differences between them in terms of historical, political, geographical, functional, organizational and regional variations. Suggests how research might be focused to explicate these differences. In particular, presents the idea of a militia, a group organized out of and by a community for its own protection. Contrasts this with the professional paramilitary model associated with large municipal departments. Points out that most police agencies are not large or urban. The greater part of the USA is policed by approximately 3,000 county‐level agencies. Proposes the militia model as a template for further research.

Examines the history of US conservation police agencies and notes how changes in social values and recreational activities have increased the demands for the protection of wildlife and other natural resources. This has led to the creation of departments of natural resources (DNRs). DNRs have placed an increasingly heavier burden on conservation police departments and have demanded a wider range of tasks and responsibilities of them. These more general policing tasks have, in turn, cast the formerly law enforcement‐oriented conservation police into a more generalist police‐like posture.

Industrial relations, organizational behavior, and human resource management scholars have studied numerous aspects of internal workplace conflict resolution, ranging from the design of conflict resolution systems to the processes used for resolving conflicts to the outcomes of the systems. Scholars from these specialties, however, have paid considerably less attention to external workplace conflict resolution through litigation. This chapter analyzes certain areas of such litigation, focusing specifically on workplace conflicts involving issues of managerial and employee misclassification, independent contractor versus employee status, no-poaching agreements, and executive compensation.

Leading recent cases involving these issues are examined, with particular attention given to the question of whether the conflicts reflected therein could have been resolved internally or through alternative dispute resolution (ADR) methods rather than through litigation.

Implications of this analysis are drawn for workplace conflict resolution theory and practice. In doing so, I conclude that misclassification disputes could likely be resolved internally or through ADR rather than through litigation, but that no-poaching and executive compensation disputes could very likely not be resolved internally or through ADR.

The chapter draws on and offers an integrated analysis of particular types of workplace conflict that are typically treated separately by scholars and practitioners. These include misclassification conflicts, no poaching and labor market competition conflicts, and executive compensation conflicts. The originality and value of this chapter are to show that despite their different contexts and particular issues, the attempted resolution through litigation of these types of workplace conflicts has certain common, systematic characteristics.

Organizational development and change may be initiated from two different starting points. A diagnostic approach begins with an examination of problems to assess and correct dysfunction. In contrast, the Appreciative Inquiry approach begins by identifying an organization’s strengths as resources for change. An experimental study was conducted to compare the processes and outcomes that arise during the first phase of each approach. Results show that both approaches lead to different but favorable and complementary outcomes. Both participant gender and the gender construction of the dyads in which individuals participated moderate these effects in unexpected ways. The implications for understanding the processes by which both methods work, and the potential for combining them, are discussed