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This study aimed to explore how forensic mental health service users make sense of their past adverse experiences. Secondly, it aimed to explore whether service users considered their adverse experiences to be related to their current stay in a forensic mental health setting.

Interpretative phenomenological analysis was used to analyse interviews with eight service users in low and medium secure care. Six of the participants were male and two were female.

Four super-ordinate themes emerged from the data: “Living amongst adversity”; “Managing adverse experiences”; “Making sense of going into secure care”; and “Coping with the past in the present”. All participants referred to multiple adverse experiences throughout their lives and used harmful coping strategies to manage these. Individual differences in how they related their past experiences to their detention in secure care were evident.

Author guidelines state that this section is optional. Implications for clinical practice are discussed at length in the discussion section.

This study offers an insight into the way in which forensic mental health service users make sense of their past traumas in relation to their current admission to secure services. To the best of the authors’ knowledge, no research has previously addressed this from the perspective of service users.

This masterclass seeks to identify the leaders others should emulate, what’s are best practices, how did the acclaimed exemplars get to be leaders, and what can we learn from their stories?

The author, a veteran practitioner and long-time observer of the evolution of strategic management regularly scans the business idea marketplace to identify any breakthroughs in the perennial quest for insights into the field of leadership.

Forget leadership – it’s strategy that matters. Companies excel when they adopt good strategies and implement them efficiently. The role of the leader is diminishing, and leadership has little utility as an organizing principle.

Look realistically at attempts to show how some CEOs shaped the future of their firms. Stories of success and failure typically exaggerate the impact of leadership style and management practices on performance. They focus on the singularities – the few extraordinary successes– and ignore the many events that failed to happen. We all fall prey to this affective fallacy when we extoll certain individuals – and then overweight their contribution to the success of their organizations.

We need to refocus our attention on strategy. Successful leadership ultimately comes down to good strategy and good fortune. We have little control over the vicissitudes of the macro-environment, but firms that adopt the right strategy will do better over the long term.

This paper aims to consider how top corporate executives in a variety of industries can find important lessons in the recently published sixth edition of Benjamin Graham and David Dodd's Security Analysis (New York: McGraw‐Hill, 2008).

This paper includes an interview with the lead editor of the book, value investor Seth Klarman. He explains key strategic lessons that non‐financial executives can learn from the value investing concepts and methodology.

The insights contained within Security Analysis can and should be leveraged by business leaders and strategists to create value for their firms.

Graham and Dodd‐based valuation and investment is a viable method with which to assess corporate strategic initiatives (such as mergers and acquisitions, share buy‐backs, etc.).

This paper, the first in a business strategy journal, explains how business leaders can become adept at using modern applications of Graham and Dodd‐based valuation insights and technology to inform their strategic decision‐making.

The purpose of this paper is to examine the applicability of stock selection criteria of Benjamin Graham in Indian capital market to determine which rules specifically can help the investors to augment their return on investment.

The independent sample t-test has been employed to examine the stock return differences among the companies which fulfill maximum number of the criteria and the companies fulfilling minimal number. The significance of the excess returns yielded by the criteria is assessed through one sample t-statistics. Further, the applicability of each and every criterion is examined using pooled OLS regression analysis.

The mean market adjusted returns of the companies which fulfill maximum number of the criteria are significantly different from the companies which fulfill minimal number. The companies those are able to fulfill at least any five criteria, yield excess returns to the investors. However, regression analysis makes it evident that all the criteria are not applicable in present economic environment.

The study recommends that an investor should give due importance to variables mainly high earnings yield, discount to tangible book value and net current asset value, lower leverage and stability in earnings in order to screen value maximizing securities.

This paper extends discussion on application of Graham's stock selection criteria in Indian stock market. The study also enriches the literature on value investing strategies by extending discussion on reasons for the applicability/inapplicability of the Graham's stock selection criteria.