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This paper aims to help workplace ethnographers navigate and reflect on primary access negotiations by scrutinising two of the concepts mentioned in the call for papers on this special issue: workplace relations and tensions. We introduce the frames of reference (FoRs) concept as used in the field of employment relations to the ethnographic community. We propose that the implicit frames of gatekeeper and researcher influence what they deem interesting for research, thus influencing the content of access negotiations. Moreover, we propose that tensions typically emerge when gatekeepers and ethnographers do not share the same frame of the employment relationship (ER).

We explore the ER through Fox’s (1966, 1974) framework, taking inspiration from Budd et al. (2022), who applied FoRs to employer–employee relations. We adapt the framework to the relationships between workplace ethnographers and gatekeepers by theorising the characteristics of ideal types of gatekeepers and workplace ethnographers and exploring possible implications for when they meet in access negotiations. We distil lessons learnt from previous research by drawing on illustrative examples from the literature to suggest strategies for interacting with gatekeepers when tensions emerge, providing a pragmatic application of our contribution.

Assuming that their FoR of the ER contributes to what they find to be of practical relevance/academic interest, we suggest that a (mis)match of gatekeepers’ and workplace ethnographers’ FoRs can lead to tensions between workplace ethnographers and gatekeepers, either remaining latent or becoming salient. We propose three possible strategies as to how to navigate these tensions during primary access negotiations.

Whilst previous research has mainly focused on the ethnographer as an individual who needs to give gatekeepers a reassuring and enticing impression, we discuss how an important structural factor, an organisation’s ER setup, may influence access. We thus bring an important yet hitherto neglected aspect of organisational life into the debate on the pragmatic realities of ethnography, contributing to the discussion of how to navigate the tension between the “practical” need to convince gatekeepers and the need to fulfil one’s own standards of rigorous research and ethics.

The purpose of this paper is to provide a sociological analysis of emergent sociospatial structures in a hot‐desking office environment, where space is used exchangeably. It considers hot‐desking as part of broader societal shifts in the ownership of space.

This analysis is based on an ethnographically‐oriented investigation, in which data collection methods used were participant‐observation and interviewing. The analysis uses Lefebvre's conceptualisation of the social production of space and draws on the urban sociology literature.

The analysis first indicates that, in hot‐desking environments, there may be an emergent social structure distinguishing employees who settle in one place, and others who have to move constantly. Second, the practice of movement itself generates additional work and a sense of marginalisation for hot‐deskers.

The paper does not provide a generalisable theory, but suggests that loss of everyday ownership of the workspace gives rise to particular practical and social tensions and shifts hot‐deskers' identification with the organisation.

Official requirements for mobility may result in a new social structure distinguishing settlers and hot‐deskers, rather than mobility being spread evenly.

The paper contributes to the literature on organisational spatiality by focusing on the spatial practices entailed in hot‐desking, and by contextualising hot‐desking within the wider spatial configuration of capitalism, in which space is used exchangeability in order to realise greater economic returns. Rather than using the popular “nomadic” metaphor to understand the experience of mobility at work, it uses a metaphor of vagrancy to highlight consequences of the loss of ownership of space.

This chapter explores the ways in which academic educators’ experience of collaborative inquiry-based learning (IBL) can illuminate student behaviours, particularly in relation to assessment and the affective domain. The facilitator of this IBL, in the setting of academic staff development in UK Higher Education, uses a reflective storytelling style to detail the learning of an annual cohort of staff at a university in the north west of the United Kingdom. Six separate academic staff cohorts enroled in a unit, as part of a Master of Arts in Academic Practice, to undertake this experiential, humanist way of learning, working with all the principles of collaborative inquiry. The chapter explores the ways in which the participants’ self-reported affective responses altered over the course of the unit, particularly in relation to the assessment. Participant reflections are integrated with pedagogic literature and extracts from the facilitator’s contemporaneous notes, assessor’s feedback and other material, detailing the ways in which the freedom of an IBL episode moves to anxiety associated with assessment, which can build as the assessment point nears. Reflections on group constitution, cohort characteristics and the role of the facilitator are considered in relation to the notion of ‘success’ of IBL episodes. This is interrogated particularly in relation to academic staff responses to the experience of the emotions of IBL, and how this may affect their own practice in designing teaching and learning experiences for students in Higher Education.

Personalised Transition demonstrates how a collaborative approach to funding individual budgets for disabled school leavers with complex needs in Sheffield has led to more positive, individualised outcomes for the young people and their families. The approach allows young people and their families to be in control of support planning and organising their lives beyond school with a mix of funding from health, social care and education according to individual needs. The focus is on the young person as a citizen with a contribution to make ‐ not as a service user. The model is already being used in five other local authority regions in Yorkshire and the Humber. The implications of the model go far wider ‐ to further reforms in adult social care, health care, education, children and families, and community development.

Multidimensional fit (MDF) has been coined as “elusive” and relevant to an individual’s social identity and self-concept, unfolding over time as individuals assess their fit relative to Person-Organization, Person-Vocation, Person-Job, and Person-Team Fit. In this chapter, the literature as it relates to the refugee employment journey, MDF, and HRM practices that facilitate or inhibit MDF is reviewed. Furthermore, in this study, the process-oriented view of the refuge path highlights the complexity of their experience, noting an array of antecedents as they relate to country, host country and individual differences, interventions through NGOs, refugee resettlement agencies, and organizations, as well as the less explored entrepreneurial path. These diverse paths and the process of finding fit, and the obstacles refugees face, are viewed through the lens of shocks and reassessment of MDF throughout their journey. Finally, the study’s outcomes illustrate individual wellbeing factors, organizational level benefits, as well as community level benefits to MDF.

The overarching aim of this chapter is to explore the existing status of mentoring in accounting firms in India and Malaysia, to understand whether or not mentoring is gendered in these country contexts, and to investigate the impact of the size of the firm and country context on mentoring. The mentoring framework is used as a theoretical lens to understand the orientation of principals and partners towards the existing and future mentoring support and activities of micro-sized, small-sized, medium-sized, and family-owned accounting firms operating in both India and Malaysia. Data obtained from 40 in-depth interviews (n = 20 in India and n = 20 in Malaysia) are analyzed using qualitative data analysis software NVivo12. The findings obtained from the study indicate that mentoring support exists informally in accounting firms, mentoring support offered and mentoring activities undertaken are gendered, and the nature, extent and type of mentoring offered in accounting firms varies according to the size of the firm in both countries. The chapter presents important practical, theoretical and methodological implications of the study for avoiding gendered mentoring practices in accounting firms.

The following new Board appointments have been announced by Hawker Siddeley Dynamics. Mr A. S. Wheate, C.A., joins the company as Financial Director; Dr H. Fuchs, B.Sc., C.Eng., F.R.Ae.S., M.A.I.A.A., F.B.I.S., is appointed Director and Divisional Manager, Guided Weapons; Mr P. R. Franks, B.Sc., M.Sc, A.M.I.E.E., is appointed Technical Director (Electronics), and Mr E. D. Dettmer, D.F.C., is appointed Marketing Director. In addition, two new Deputy Managing Directors have been appointed. They are Dr G. H. Hough, C.B.E., and Mr M. G. Ash, M.B.E., F.C.A.

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.