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This research explores the drivers that determine the ability of spontaneous volunteer groups (SVGs) to sustain their operations. That sustainability aims to support those affected in the community beyond the response phases of a disaster and into the recovery and mitigation phases to build resilience to the next disaster.

To investigate the sustainability of spontaneous volunteering that takes place in the aftermath of a disaster, we conducted qualitative interviews in three English locations where groups of spontaneous volunteers emerged following major floods. We analysed our qualitative data using thematic analysis.

Our findings theorise the drivers of SVG sustainability and present these in four themes: (1) assessment of ongoing needs; (2) organisation of resources to address that need; (3) leadership and followership creating a weight of operational capability and (4) influence of political will. Through exploring these drivers, we uncover key factors to developing a sustainable SVG system including trusted leadership and social capital.

We show how the four drivers interact to support the continuity of SVGs and sustain their operations. This has implications for how leaders of SVGs create a volunteering environment that encourages ongoing involvement and has implications for officials to view SVGs as a support rather than a risk.

The novelty of our paper is in rejecting the argument of the temporal limit of SVGs to the response phase by theorising the drivers that make their operations sustainable for recovery and resilience building to mitigate the next disaster. This includes our examination of the interplay between those drivers.

The shopper journey can cross a number of channels leading up to the point of a possible purchase, which may be unseen by the retailer or brand for the targeted purchase. The purpose of this paper is to gain a greater understanding of the decision making and purchase intention activity for online Millennial shoppers in deciding what fashion garments to buy in the digital retail environment. The paper also investigates the use of technology and social media involvement in the shopper journey leading up to the point of purchase.

In line with other studies that investigated online shopper behaviour (Balabanis and Reynolds, 2001; Pavlou et al., 2007), the authors have undertaken an exploratory investigation using an online survey conducted with respondents sourced through using Survey Monkey Audience. The survey was conducted with over 580 respondents (49.7 per cent female and 50.3 per cent male) between 16 and 34 years old living in England.

The findings highlight a picture of shoppers going on very different shopper journeys with different lengths, influenced by different touch points and using different media and devices. Each customer has their own individual experience and expectation. They can move through extremely diverse, long and complicated journeys in the buying process before they purchase a product. Most striking is their willingness to reach out and be influenced by other people beyond the control of any retailer – using platforms that are not necessarily specifically related with any retailer. Shoppers can undertake numerous activities before they make their final purchase decision, seeking content from different retailers, asking for social validation of their decision from their social networks both online and offline which is often out of sight of the retailer or brand.

The findings show how retailers and brands can understand the shopper decision journey and their behaviours across all the devices and channels that are used. Moreover, for some or part of the digital journey the shopper can often be unseen by the retailer or brand.

Consumers actively seek out novelty, knowledge and inspiration but shoppers employ a variety of interactions over a much greater period of time to arrive at the moment of purchase. This research provides an insight into the range of complex views and positions held by each individual to get a much more complete picture of where shoppers are looking to buy and what are their interests.

Many managers would like to take a strategic approach to preparing the organisation to avoid impending crisis but instead find themselves fire‐fighting to mitigate its impact. This paper seeks to examine an organisation which made major strategic changes in order to respond to the full effect of a crisis which would be realised over a two to three year period. At the root of these changes was a strategic approach to managing knowledge. The paper's purpose is to reflect on managers' views of the impact this strategy had on preparing for the crisis and explore what happened in the organisation during and after the crisis.

The paper examines a case‐study of a financial services organisation which faced the crisis of its impending dissolution. The paper draws upon observations of change management workshops, as well as interviews with organisational members of a change management task force.

The response to the crisis was to recognise the importance of the people and their knowledge to the organisation, and to build a strategy which improved business processes and communication flow across the divisions, as well as managing the departure of knowledge workers from an organisation in the process of being dissolved.

The paper demonstrates the importance of building a knowledge management strategy during times of crisis, and draws out important lessons for organisations facing organisational change.

The paper represents a unique opportunity to learn from an organisation adopting a strategic approach to managing its knowledge during a time of crisis.

The paper examines three English research papers on self-neglect, from 1957, 1966 and 1975, discussing them in the context of more recent thinking and the statutory framework in England.

In reviewing the three research papers, developments and points of continuity in the field of self-neglect were identified and are discussed in this paper.

In light of the findings of the three articles, the present paper traces some of the classificatory refinements in this field that have taken place since the papers were published, notably in respect of hoarding and severe domestic squalor. Some of the difficulties in making judgements about behaviour thought to breach societal norms are described, and the challenges practitioners face in intervening in cases, particularly where the person concerned is refusing assistance, are examined.

By drawing on the historical research context, the paper contributes to our current understanding of the field of self-neglect.

To consider the role of technology in knowledge management in organizations, both actual and desired.

Facilitated, computer‐supported group workshops were conducted with 78 people from ten different organizations. The objective of each workshop was to review the current state of knowledge management in that organization and develop an action plan for the future.

Only three organizations had adopted a strongly technology‐based “solution” to knowledge management problems, and these followed three substantially different routes. There was a clear emphasis on the use of general information technology tools to support knowledge management activities, rather than the use of tools specific to knowledge management.

Further research is needed to help organizations make best use of generally available software such as intranets and e‐mail for knowledge management. Many issues, especially human, relate to the implementation of any technology. Participation was restricted to organizations that wished to produce an action plan for knowledge management. The findings may therefore represent only “average” organizations, not the very best practice.

Each organization must resolve four tensions: between the quantity and quality of information/knowledge, between centralized and decentralized organization, between head office and organizational knowledge, and between “push” and “pull” processes.

Although it is the group rather than an individual that determines what counts as knowledge, hardly any previous studies of knowledge management have collected data in a group context.

To construct, test and illustrate a sophisticated and theory‐based architecture for analyzing business process management systems (BPMS) used for business process change.

Exploration of business process modeling‐based BPMS via a meta‐survey of academic and business literatures. Two main dimensions are used based upon semiotics and a block‐based BPMS pyramid architecture. Each block is a core technology required for the functioning of the BPMS and include: the subject being modeled; the software formalism; the IT infrastructure; the modeling language and notation; and the underlying technical infrastructure.

Theoretically explains and empirically illustrates each core technology in the proposed architecture then does the same for the architecture, its arrangement as a whole and its interrelationships. Recognizes the lack of a theoretical basis for business process modeling constructs and the dangers that this generates. Explains why automatic BPMS require formal construct transmission from subject modeled to modeling hardware and software.

The architecture's core technologies span numerous disciplines so each set of literatures introduces the component concepts and their bases but is not exhaustive.

This paper proposes a considerably more sophisticated framework for BPMS analysis than is currently available; it is theoretically and not just empirically based; it uses a novel method of theoretical justification concerned with the transmission of modeled properties and characteristics between several technological media; and it illustrates the innovative analytical use of this architecture and the practical use of BPMS with three different case vignettes.

This paper describes the organizational processes of knowledge acquisition, sharing, retention and utilisation as it affected the internal and external communication of knowledge about performance in an English police force. The research was gathered in three workshops for internal personnel, external stakeholders and chief officers, using Journey Making, a computer‐assisted method of developing shared understanding. The research concluded that there are multiple audiences for the communication of knowledge about police performance, impeded by the requirement to publish performance data. However, the intelligence‐led policing model could lead to a more focused means of communication with various stakeholder groups. Although technology investment was a preferred means of communicating knowledge about performance, without addressing cultural barriers, an investment in technology may not yield the appropriate changes in behaviour. Consequently, technology needs to be integrated with working practices in order to reduce organizational reliance on informal methods of communication.

Prior to 1983, schools determined whether and how to use Records of Achievement. In 1983, the Northern Examining Association (NEA) introduced a Northern Record of Achievement (NRA) and involved Northern Local Education Authorities, thus gaining access to schools. Also in 1983 the Department for Education (DFE) set up schemes to pilot a national Record of Achievement. The NRA was not involved. The DFE initiative was widely welcomed by teachers until 1990 when the DFE announced that Record of Achievement should, after all, be determined by the schools. Analyses these events, using data from schools, reports, memoranda, etc. Makes the analysis in the context of the operation of the system of education in England and Wales. Shows that the NEA became involved largely through financial self‐interest. The LEAs failed to provide a positive framework for schools developing Records of Achievement. Concludes that in certain aspects of the work of schools the DFE should exercise direct and detailed control, which would be acceptable to the majority of teachers.

The international nuclear community continues to face the challenge of managing both the legacy waste and the new wastes that emerge from ongoing energy production. The UK is in the early stages of proposing a new convention for its nuclear industry, that is: waste minimisation through closely managing the radioactive source which creates the waste. This paper proposes a new technique (called waste and source material operability study (WASOP)) to qualitatively analyse a complex, waste‐producing system to minimise avoidable waste and thus increase the protection to the public and the environment.

WASOP critically considers the systemic impact of up and downstream facilities on the minimisation of nuclear waste in a facility. Based on the principles of HAZOP, the technique structures managers' thinking on the impact of mal‐operations in interlinking facilities in order to identify preventative actions to reduce the impact on waste production of those mal‐operations.'

WASOP was tested with a small group of experienced nuclear regulators and was found to support their qualitative examination of waste minimisation and help them to work towards developing a plan of action.

Given the newness of this convention, the wider methodology in which WASOP sits is still in development. However, this paper communicates the latest thinking from nuclear regulators on decision‐making methodology for supporting waste minimisation and is hoped to form part of future regulatory guidance. WASOP is believed to have widespread potential application to the minimisation of many other forms of waste, including that from other energy sectors and household/general waste.