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Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.

Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”

Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.

Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.

The purpose of this investigation is to gain insight into parents' perceptions of benefits vs burdens (value) of educational and healthcare service received for their child with ASD. Parents are the main integrators of long-term educational and healthcare service for their child with ASD.

Design/methodology/approach included (1) a sentiment analysis of discussion forum posts from an autism message board using a rule-based sentiment analysis tool that is specifically attuned to sentiments expressed in social media and (2) a qualitative content analysis of one-on-one interviews with parents of children diagnosed with ASD, complemented with interviews with experienced educators and clinicians.

Findings reveal the link between customized service integration and long-term benefits. Both parents and service providers emphasize the need to integrate healthcare and educational service to create holistic long-term care for a child with ASD. Parents highlight the benefits of varied services, but availability or cost are burdens if the service is not publicly provided, or covered by insurance. Service providers' lack of experience with ASD and people's ignorance of the challenges of ASD are burdens.

Ensuring health outcomes for a child with ASD requires an integrated service system and long-term, customer-centric service process because the scope of service covers the child's entire childhood. Customized educational and healthcare service must be allocated and budgeted early in order to reach the goal of a satisfactory service output for each child.

This is the first service research to focus on parents' challenges with obtaining services for their child with ASD. This paper provides service researchers and managers insight into parents' perceptions of educational and healthcare service value (i.e. benefits vs. burdens) received for their child with ASD. These insights into customer-centric perceptions of value may be useful to research and may help service providers to innovate and provide integrated service directly to parents, or indirectly to service providers, who serve children with ASD.

This outline paper stems from the shared interest of a criminologist and a scholar in business organisation in the problem of responsibility in the large and complex modern corporation. For the criminologist, this has a particular significance in the context of corporate crime; for the student of management, it opens up questions of decision making and control. For both, it raises considerations of business ethics as well as the function of law in regulating business practice. In particular, there is the central question of how an organisation can, per se, be held criminally liable, without the present requirement in English law, of identifying a ‘controlling mind’ Within it.

This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals.

The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses.

The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions.

This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out.

With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector.

This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

The Advanced Management Course held at the Graduate Centre for Management Studies in Birmingham and introduced in 1965 represented what was in several ways a novel step in post‐experience courses at University level. It takes place each year from approximately October to March, being of six months duration and full‐time; most of those attending live at the Centre during the period of the course (though generally free to go home at the weekend if they wish). The members are, primarily, managers sponsored by companies or other organizations, with a normal minimum age of 25, sometimes aged over 40 but typically in the late 20's or early to mid‐30's. Usually there are a few self‐sponsored participants. This course provides, therefore, for the younger and middle manager. During the six months, he follows an intensive programme in the management sciences. He deals with economics, especially the economics of the firm, and the tools of numeracy in management; mathematics, statistics and management accounting. He also studies basic ideas in sociology and social psychology which relate to the management of the human resource. However, he also devotes a good deal of time to the applications of those ideas to such functions as finance, marketing and personnel and to important areas such as operational research and industrial relations. At the end of the course the Diploma of the Graduate Centre is awarded by examination. The Graduate Centre for Management Studies is a jointly sponsored institution of the Universities of Aston and Birmingham. Full details of the Advanced Management Course and of other aspects of the Centre's work may be obtained from the Secretary, Graduate Centre for Management Studies, 36 Wake Green Road, Birmingham B13 9PD, telephone: 021–449 4137.

This article looks at the role of leadership development in the ethical leadership of English local government. Since the development of the ethical framework with the Local Government Act 2000 leadership has been seen to be increasingly important, although comparatively little consideration has been given to what this actually means in practice. This article seeks to investigate the situation in a number of ways. It will discuss the distinction between ‘ethics leadership’ and ‘ethical leadership’ and argue that the two are connected: leadership is both an external role and an internalised process. We will then argue that the ethics framework has created a new community of practice in which leadership is exercised by a relatively large group of stakeholders. In so doing, we will identify both members of the broader ethical community and also members of the internal ethical community: ie. those stakeholders within any given local authority. Different aspects of leadership and leadership development (LD) will then be investigated in relation to ethics as a community of practice and a model is presented that illustrates the modes of ethical leadership development.

The research aims to examine how corporate social responsibility (CSR) is contextually understood, in comparison with the definitions proposed in the academic literature.

The research was based on a case study analysis of a local public hospital in France, using semi‐structured interviews with multiple stakeholders exploring the perceived responsibilities of the organisation.

The study findings provide the basis for the development of a model of CSR for the hospital. The findings highlight the importance of senior managers' involvement in stakeholder dialogue, as well as the effect of external influences, on the overall social performance of the hospital.

Case‐study replication of health care organisations would refine and allow for generalisations of results. Also the sample of participating stakeholders should be extended to include policy‐makers. The critical area for examination is whether management need to be at the core of open and constructive dialogue with stakeholders, in order for CSR application to be extended.

The proposed model serves as a basis for health care managers to understand the key elements of CSR and assess the social performance of their organisation.

Adopting multi‐stakeholder approach to explore contextually determined views of CSR, the study contributes to CSR research and is of value to academics as well as managers in the health care sector.

This study examined the relationship between perceived leader integrity, belief in universal moral rules, and employees’ ethical intentions while controlling for socially desirable response tendencies. The results demonstrated that both higher perceived leader integrity and stronger beliefs in universal moral rules were associated with lower intentions to commit unethical acts. More importantly, the results revealed an interaction between perceived leader integrity and belief in universal moral rules. Individuals with a strong belief in universal moral rules exhibited low intentions of committing unethical acts, regardless of the perceived integrity of their leaders. For individuals who do not adhere to a belief in universal moral rules, intention to commit unethical acts decreased as the perceived integrity of the leaders increased.

The purpose of this paper is to investigate how individual differences predict personal business ethics of business students with a particular focus on how these factors moderate the relationship between ethical organizational interventions and personal business ethics perception.

Totally, 488 participants completed Clark’s Personal Business Ethics Scores (PBES) survey. ANOVA analyses were then performed.

Significant correlations were observed between personal business ethics and diversity professional development, age, and education. The authors found significant difference on ethical behavior and diversity professional development. Professional development focusing on diversity was positively related to reports of ethical behavior for women but no significant relationship was observed for men. Furthermore, professional development focusing on ethics was positively related to reports of ethical behavior for younger employees but no significant relationship was observed for older employees.

Researchers and scholars in cross-cultural management and business ethics fields can benefit from this study as it provides more empirical results in understanding the impact of demographic, educational, and cultural factors on the ethical maturity of business students in different countries.

Leaders, managers and practitioners, can benefit from this study as it provides managerial implications in managing this workforce in the most effective and efficient manner. The results from this research suggest that ethics education and diversity training play the critical role in creating an ethical climate on workplace.

This study fills the gap within the literature and offers a unique analysis of the personal business ethics of Russian business students. Determining the types of business ethics education and training that are the most effective in Russia would be beneficial to researchers and practitioners.