Search results

This paper presents new research on the potential pathways for integrated adaptation that could make England's suburbs more resilient to future climate conditions. It focuses on the role of central government, local agencies and householders in making adaptations to the built and natural environment.

This paper uses evidence from three facilitated workshops run with built environment and policy professionals associated with climate change adaptation in three cities in England: Oxford, Bristol and Stockport. The workshop contributions are presented in relation to the potential role that central government, local agencies and residents could play in adapting suburbs.

Central government, local agencies and householders form an interconnected network of agents responsible for adaptive action in suburbs. Professional and institutional stakeholders expect central government to take a lead and ensure planning policies and building regulations support effective adaptation. However, those local authorities and agencies that are expected to offer leadership locally do not have the resources to make adaptation happen on the ground. Overall, the stakeholders in this research believe that effective adaptation in suburbs may only happen once householders and government have experienced worsening climatic conditions. This could be a very costly stance in the long term.

This paper provides empirical evidence on how stakeholders engaged in suburban adaptation are making changes now, and on how they envisage change in the future. It reveals clearly the challenges involved in integrating mitigation and adaptation actions and highlight the complexities around implementation on the ground.

Prior to retirement from the military, Dr. Carly Speranza served for over 20 years in the United States Air Force as an active-duty Intelligence Officer. She led hundreds of personnel, deployed eight times across the globe, maintained a longdistance marriage with an Air Force Officer, and raised a daughter where few female leaders, let alone mothers, were present. This chapter will explore a few of her most challenging professional obstacles unique to single women in a man’s world or later having a child mid-career. In both instances, she had no female role model and blind to the way ahead, courageously navigated her way to success in a man’s world.

The purpose of this paper is to consider whether UK consumers recognise and trust organic certification logos and whether the presence of these logos on a product increases consumer willingness to pay for that product.

To ascertain the reaction of UK consumers to organic certification logos commonly used in the UK, this study makes use of three methods: focus groups, a consumer survey and a willingness to pay experiment (choice experiment).

These three approaches reveal that UK consumers associate certain benefits with organic foods but are generally unaware of how the industry is regulated. With regards to trust of the logo, the standards they think underlie the logo and the inspection system that they think is associated with the logo, UK consumers rate the Soil Association and Organic Farmers and Growers logos more highly than the EU logo or products labelled with just the word “organic”. They appear willing to pay a premium for the additional assurance that these two logos provide, suggesting that where they are recognised, certification logos are valued.

To the authors' knowledge, no previous studies exist on whether UK consumers recognise and trust different organic certification logos. These findings show that where such logos are recognised they can help to give some assurance to the UK consumer and this is reflected in a willingness to pay a premium for foods labelled with the Soil Association and Organic Farmers and Growers certification logos, as opposed to no logo or the (less well known) EU logo.

As the practice of outsourcing business activities has become more common than ever, partnerships have increasingly been forged. The aim is to ensure superior performance through organizational relationships characterized by trust and cooperation. Strategic human resource (HR) management highlights the importance of practice for competitive reasons. However, companies' strategic decisions on outsourcing are primarily driven by economic and financial aspirations. As a result, the HR issues fundamental to the effectiveness of the outsourcing practice are often overlooked. Based on a distinctive outsourcing activity involving a public‐private partnership, the purpose of this paper is to reveal how the outsourcing process influences employee commitment and citizenship behavior (willingness to go the extra mile), and to provide insights for strategists, executives and HR managers to enhance their strategic HR practices in line with their outsourcing decisions.

The paper is an embedded case study of a British National Health Service hospital based on quantitative and qualitative data collected from: 101 questionnaires completed by ancillary (non‐clinical) staff employed by the NHS but seconded to a private partner under the ROE (Retention of Employment) model; and 15 semi‐structured interviews with managers and frontline staff.

The findings reveal that: whilst employees developed notably strong emotional attachment to their managing organization their bonds with the employing organization, the hospital, seem to have weakened somewhat; moreover, employee commitment proved to be an effective predicator of citizenship behavior and job performance; and the nature of the contractual relationship, performance management and HR management practices had significant influence on employees' job performance and the private company's ability to meet the performance requirements defined by the NHS.

Although based on a unique case of the public‐private partnership, the findings reflect the challenges of strategic HR management in outsourcing in public and private sectors.

The findings offer practical insights for company executives, HR managers and policy‐makers. When selecting an outsourcing partner and managing outsourcing activities the structure and nature of the inter‐organizational relationship and the strategic potential of employees and employee management need to be considered.

The paper provides first‐hand insights based on viewpoints from employees at different levels who are involved in the NHS outsourcing activities under a partnership arrangement. The findings caution strategists, executives, managers and policy‐makers to re‐visit their outsourcing and HR practices.

The purpose of this paper is to outline the triple‐helix model of university‐industry‐government interactions and its contribution to entrepreneurship, and economic and social development.

This paper draws upon international case studies and interviews to delineate the development of the triple‐helix model and entrepreneurship.

Relationships freely entered into among universities, industry, and government to translate scientific research into economic and social development, go beyond the received practices of both capitalism and socialism. Industry and government have been the two‐leading spheres of modern society since the eighteenth century. The university plays an enhanced role in creating new platforms for economic and social development in the transition to a knowledge‐based society. This new role for the university, sometimes called the “third mission” does not take place in isolation. Fundamental change at the organizational and institutional levels within and between university, industry, and government constitute a new innovation environment, based on science, technology, and a culture of entrepreneurial initiative.

The paper shows the stages and phases of development of the triple‐helix interactions.

In this article we focus on two women, Catherine Francis (1836‐1916) and Dorothy Dolling (1897‐ 1967), whose lives traversed England, New Zealand and South Australia. At the beginning of this period the British Empire was expanding and New Zealand and South Australia had much in common. They were white settler societies, that is ‘forms of colonial society which had displaced indigenous peoples from their land’. We have organised the article chronologically so the first section commences with Catherine’s birth in England and early life in South Australia, where she mostly inhabited the world of the young ladies school, a transnational phenomenon. The next section investigates her career in New Zealand from 1878 where she led the Mount Cook Infant’s School in Wellington and became one of the colony’s first renowned women principals. We turn to Dorothy Dolling in the third section, describing her childhood and work as a university student and tutor in New Zealand and England. The final section of our article focuses on the ways in which both women have been represented in the national memories of Australia and New Zealand. In so doing, we show that understandings about nationhood are also transnational, and that writing about Francis and Dolling reflects the shifting relationships between the three countries in the twentieth century.