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The role of implicit provider bias in mental health care is an important issue that continues to be of concern in the twenty-first century for the Black/African American community. Access to mental health and quality care remains elusive as members of this social group lack access to mental health screening, diagnosis, and attention due to institutional and cultural barriers. Supporting the position that implicit and explicit provider bias exists in the mental health profession, this chapter will explore how implicit provider bias is an intractable institutional barrier that prevents Black/African Americans from accessing mental health and quality care. A review of the implications related to mental health outcomes with Black/African American clients will also be explored.

A brief overview of the Black/African American cultural responses to implicit provider bias will be discussed later in this chapter. There will be an exploration of the ways to help identify, address, and eliminate implicit provider bias using evidence-based personal and community engagement strategies that promote mental health wellness within the Black/African American community. Implications for best practices in Black/African American mental health will also be addressed to eradicate the risk of unethical or medical malpractice with Black/African American clients, reduce the mental health disparity experienced by Blacks/African Americans, and create mental health equity for this population.

Women as individuals experience subtle discrimination regarding career development opportunities as evidenced by research on the Glass Ceiling. This paper looks at the ramifications of technology, specifically the Internet, and how it affects women’s career opportunities.

The limited academic literature available on niche marketing has mainly focused on market‐specific factors, and the discussion has in particular centred on the characteristics of what a niche is and what causes it to exist. In an attempt to fill this gap in the literature, the purpose of this paper is to identify the strategic capabilities of niche firms.

In this paper, aspects regarding niche marketing and strategic capability are identified and briefly discussed with reference to the existing literature. Next, the methodology for the research at hand is presented, followed by a discussion of its findings. The paper then continues with the conclusion of this research, followed by pinpointing some of its limitations and providing recommendations for future research.

All the investigated case firms follow a focused differentiation strategy to achieve a sustainable competitive advantage. The focus aspect of the niche firms' strategy is mirrored in the reported narrow geographic market focus, which could be limited to only one country, a limited number of customers – one sole customer in one case – or a limited number of customer types. With regard to strategic capabilities, the results were rather similar across cases, particularly for each pair of case firms within similar sectors (wine, organic salmon, and stockfish). From the case firms' point of view, it is clear that having access to high‐quality raw material is critical to their strategy of delivering high‐quality products. Finally, many of the identified resources and competences appear rather static, or fixed over several years.

The strategic capabilities as identified in this paper can be described and placed at different stages within the firms' value chains. Each stage has its own set of important strategic capabilities. These stages are: inbound logistics, production or refinement, and marketing and sales.

The purpose of this paper is to provide direct comparisons between the views of citizens and officers within a jurisdiction that has been largely influenced by the community‐oriented policing movement. Comparisons between police and citizen views are specifically made in terms of: the relative importance of crime problems in the jurisdiction; the value of community policing programs; overall satisfaction with the performance of the department; and strategies designed to improve the performance of the department.

The methodology of the study is officer and citizen surveys.

Officers and citizens significantly differed in their assessment of the importance of specific crime problems in the jurisdiction, the value of community policing programs, the degree to which they were satisfied with the performance of the department, and their assessment of improvement strategies. These differences are discussed within the context of previous literature that has focused on the implementation and continued acceptance of community policing.

Findings are derived from surveys conducted in one jurisdiction. Findings are limited to the degree that citizen/officer views within this jurisdiction differ from those found elsewhere.

The study utilizes seldom‐used concurrent surveys of officers and citizens within a single jurisdiction. The method allows for the direct comparison of police and citizen views. Thus, this paper provides evidence regarding the feasibility of collaboration between police and citizens, and the continued viability of community‐oriented strategies.

The paper aims primarily to describe and analyze how the strategic and operational relationship with independent dealers has been improved and controlled. The paper also aims to describe and analyze the improvement program that the dealerships have designed, adopted and implemented, and the improvements that have resulted from them.

The paper used an explorative, qualitative research approach using in‐depth interviews. In order to achieve a prior understanding of Volvo Trucks North America's (VTNA) quality improvements at the dealerships, three in‐depth interviews were conducted with dealers in the USA. One interview was held with a business manager responsible for five dealerships in the Chicago area, and another with the person in charge of the quality improvement program at the corporate level.

The key to success lies in the strategic and systematic implementation of the tools and programs with which VTNA has provided its dealerships. The following six factors were identified as key issues in VTNA's improvement program: customer focus, product quality, service experience, employees, information and communication technology, and customer satisfaction.

This paper illustrates how a large company such as Volvo is able to positively influence a large number of smaller companies using a small number of policies.

The purpose of this paper is to outline a conceptual framework for the institutional preconditions for media work and how organizations establish these conditions.

The work concurs with the stream of scholars who use social theory as their starting‐point to understand and make sense of public relations as a societal phenomenon. Based on earlier empirical analysis and theoretical arguments this paper supports the notion of corporate media work as being much more complex and extensive than was earlier recognized. Vital to this is mediatization, a concept describing how media are transformed from being a mediator between institutions to becoming an institution in themselves.

The paper outlines three different ideal types of strategies of corporate media work: providing, promoting, and co‐opting, resting on different aims and functions.

Organizational media work redefines, reshapes and structures the economic, political and social positions of organizations. Therefore scholars will be helped by a more developed framework to categorize and understand corporate media work in a mediatized society.

As both concept and process, privatization possesses ambiguous connotations and multiple meanings. Webster's Dictionary (1981) defines one related noun, privatism, as “an attitude of uncommitment or uninvolvement in anything beyond one's immediate interests,” while another associated noun, privacy, denotes a state of “withdrawal from society or the public interest” (Oxford English Dictionary, 1972). If government is a means of providing a wide range of collective goods, which do not necessarily lend themselves to market exchange, the public sector is naturally a highly visible target.⁴ At the same time, unrestrained public-sector expansion inevitably leads to public policy failure, as problems of communication, coordination, effective cost–benefit control, and revenue satiation accumulate.⁵ Privatization represents a logical reaction.