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The aim of this paper is to examine the temporal sequencing of methamphetamine use and the onset of mental health problems among a sample of dependent methamphetamine users.

The study used a self‐reported timeline method to examine the sequencing of first use, regular use and problematic use of methamphetamine and mental health issues among 126 users with lifetime dependence.

The majority of the sample (69 per cent) reported previous mental health diagnosis or treatment. Of this sample, 22 per cent reported mental health problems prior to their first use of methamphetamine and 72 per cent reported mental health problems after first use of methamphetamine (with the rest around the same time or unsure). On the timeline, mental health symptoms were first indicated around a year after first regular use of methamphetamine and around the same time as problematic use. Respondents identified a lag time of five years between first problematic use of methamphetamine and seeking treatment for methamphetamine‐related problems, but those that received mental health treatment engaged in methamphetamine treatment earlier.

Among this sample, mental health problems coincided with problematic methamphetamine use (rather than any use) suggesting prevention efforts may be better directed at preventing transition to heavy use or use of potent forms or injecting, rather than directed at prevention of uptake. On this basis, stepped care might be appropriate for methamphetamine users.

Despite a substantial research literature establishing the link between methamphetamine use and mental health problems, little is known about the order of onset and the implications of this for treatment. This is one of the few studies specifically investigating the temporal sequencing of methamphetamine use, mental health symptoms and treatment seeking among a sample of dependent methamphetamine users.

Dissemination of good practice information to practitioners is one of the great challenges of the substance abuse treatment sector. The authors' understanding of the process by which research is translated is limited, but a whole of workforce approach is considered best practice. This paper aims to examine organisational change as a result of a workforce capacity‐building program over six months.

A total of 195 staff (nine service managers, 39 supervisors and 147 clinicians) in 13 alcohol and other drug (AOD) services across Australia participated in mental health screening and brief intervention training using PsyCheck. PsyCheck is designed to detect and address common mental health symptoms among drug treatment clients. The Dual Diagnosis Capability in Addiction Treatment (DDCAT) index was used to measure capacity before and after training.

There was no significant difference between baseline and follow‐up DDCAT scores; however, the level of PsyCheck implementation indicated improvement in DDCAT scores.

The results show that where organisations implement the program successfully, capacity improves; where the program is not well implemented, capacity reduces. Successful implementers report a number of common elements: the screening tool was implemented into routine assessment; there was a single onsite “champion” supporting the implementation; and they worked with the staff and persisted with the implementation even where there was initial worker resistance.

This paper provides the opportunity to assess workforce capacity building and the feasibility of utilising the DCCAT to measure co‐occurring mental health and substance use disorders in Australian AOD services.

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects primarily in the academic and military contexts, as well as attracted widespread media attention. Despite recent criticism regarding grit’s construct and criterion-related validity, research on grit has begun to spill over into the work context as well. In this chapter, the authors provide an overview of the initial theoretical foundations of grit as a motivational driver, and present newer conceptualizations on the mechanisms of grit’s positive effects rooted in goal-setting theory. Furthermore, the authors also draw attention to existing shortcomings of the current definition and measurement of grit, and their implications for its scientific and practical application. After establishing a theoretical understanding, the authors discuss the potential utility of grit for human resource management, related to staffing and recruitment, development and training, and performance management systems as well as performance evaluations. The authors conclude this chapter with a discussion of necessary and potential future research, and consider the practical implications of grit in its current state.

This paper takes seriously the feminist adage that “the personal is political” by critically exploring my experiences as an early career scholar of gender and entrepreneurship studies to offer vital context for the contributions of my work and future research agenda, in light of the current historical moment of interconnected political, public health and environmental calamity.

The author presents reflections on her positionality, philosophical and political commitments, and theorises from her experiences of racist distraction and intersectional marginality in contemporary academia, considering their implications for incoming and aspiring gender and entrepreneurship scholars whose research agendas are still in development.

Racism functions as a persistent distraction from overall research agendas and activities, and delimits the lane of perceived contributions. However, collectively challenging it in work and study presents a vehicle by which intellectual and affective experiences of academic work may be enriched, and a spacious and expansive legacy of critical scholarship built that will be resonant for years to come.

The paper argues that although racism will doubtlessly continue to cause immense distraction, it presents an invitation to create positive social change, through collectivising with a community that aims to shape a liveable, equitable and imaginative academic future.

Individual, interpersonal, and societal transformation will require continually working through the past. In this chapter, I process how inequalities contextualized my identity formation in the Southeastern United States. Racism, colonization, environmental degradation, misogyny, and homophobia shaped the institutions central to my Appalachian socialization – namely family, education, and law. Then, when the criminal punishment system interfered with one of my earliest intimate relationships, it sparked my interest and commitment to prison abolition. Ultimately, I find creativity and accountability, both personally and structurally, essential for potential transformation.

The purpose of this paper is to explore the black box between high-performance work systems (HPWS) and innovation performance in small- and medium-sized enterprises (SMEs). Through application of the ability, motivation and opportunity (AMO) framework, the study examines the mediating roles of innovation-specific ability, motivation and voice behaviors between HPWS and SMEs’ innovation performance.

The hypotheses are tested on data collected through a self-administered questionnaire from 237 SMEs in Pakistan.

Findings indicate that human capital, motivation and employee voice fully mediate the relationship between HPWS and innovation performance in SMEs.

The cross-sectional research design and self-reported measures warrant caution for the interpretation of findings. Future research may consider a longitudinal research design and objective measures.

SMEs need to invest in the adoption and implementation of HPWS that will develop innovation-specific abilities, motivation and voice behaviors simultaneously among employees that will lead to higher innovation performance.

This is the first study of its kind utilizing an AMO framework to investigate the underlying mechanism through which HPWS affect innovation performance in SMEs.