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The purpose of this paper is to assess the impact of short-term incarceration on antiretroviral therapy (ART) adherence, virologic suppression, and engagement and retention in community care post-release.

A retrospective chart review of patients who attended the human immunodeficiency virus (HIV) Outreach Clinic at a Canadian remand center between September 2007 and December 2011 was carried out. Data extraction included CD4 lymphocyte count, HIV viral load, ART prescription refills, and community engagement and retention during and one-year pre- and post-incarceration.

Outpatient engagement increased by 23 percent (p=0.01), as did ART adherence (55.2-70.7 percent, p=0.01), following incarceration. Retention into community care did not significantly improve following incarceration (22.4 percent pre-incarceration to 25.9 percent post-release, p=0.8). There was a trend toward improved virologic suppression (less than 40 copies/ml; 50-77.8 percent (p=0.08)) during incarceration and 70. 4 percent sustained this one-year post-incarceration (p=0.70).

The impact of short-term incarceration in a Canadian context of universal health coverage has not been previously reported and could have significant implications in optimizing HIV patient outcomes given the large number of HIV-positive patients cycling through short-term remand centers.

Project Teacher Leadership is a PDS initiative, which has formed university–school teams to foster collaboration, inquiry, and leadership. University professors, intern teachers, and veteran K-12 teachers engaged in collaborative conversations about authentic experiences in their work to uncover troubling problems of practice and develop strategies for addressing them. In doing so, participants began to develop increased professional agency and leadership. The project drew strength from examining problems through varied perspectives and systematic inquiry, and the inquiry process motivated participants to advocate for changed practices better suited to ensure all students’ learning.

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on memory in organizations takes change as a taken‐for‐granted expectation and then explores how particular memories might be maintained by purposeful action. We used both of these literatures as a basis for exploring what happened to two aspects of an organizational group's identity over the course of its first seven years. One aspect of identity centered on the group's mission and the other on the group's internal processes. Based on analysis of the processes involved in the evolution of the group's identity, we suggest several factors that foster stability in identity and several factors that foster change in identity. From the identification of these factors, and based on Lewin's Field Theory approach, we suggest a more complex depiction of what identity stability or change might mean overtime.

This article addresses certain competition‐related issues that parties to a trans‐national merger and acquisition (M&A) transaction must face, preferably during the strategic planning phase. The ultimate focus will be on the suitability vel non of the World Trade Organization (WTO) serving, as has been proposed by some scholars and political bodies, as a form of supranational competition law authority with respect to merger clearance. The conclusion reached is that the WTO is institutionally ill‐suited for such a role but can, nonetheless, perform a useful albeit considerably more modest function as an enforcer of several purely procedural reforms suggested herein.