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Cochlear's first product, the 22-channel Nucleus implant, was the result of a research programme that has been dated back to 1967, when Graeme Clark, an ear, nose and throat (ENT) surgeon, commenced doctoral work on the electrical stimulation of the hearing nerve. Following the completion of his PhD in 1969, Clark was appointed the inaugural Chair in Otolaryngology at the University of Melbourne. When he joined the university in 1970, his primary objective was the practical application of his PhD research: namely, the development of a ‘bionic ear’, an electronic device that would stimulate the hearing nerve in the profoundly deaf. He realised early on that lack of resources would be one of his major impediments:across the road [from my office] the experimental research laboratory was in a disused hospital mortuary. When I looked at the mortuary my heart sank. It was dilapidated and bare. There was a stone table in the centre, but little else. The walls needed painting, and the light diffused poorly through the high windows. Anyway, I had no money to buy equipment even if the laboratory itself were satisfactory. (Clark, 2000, p. 54)

In this chapter, we used a research-based case study titled “The Desirable Prince Meeting” to explore how interdisciplinary theoretical perspectives on the child can be used to prompt critical reflection on socially just equity praxis in early childhood education. We argue that using multiple theoretical perspectives to analyze teaching and learning can generate and drive critical reflection on equity praxis more effectively than using a single perspective that presents a single truth about teaching and learning moments.

Today’s world of digital and mobile media does not require actual physical contact, between the suitable target and the motivated offender, as with traditional crime. In fact, as Mesch (2009) contended that the internet is not merely an information channel but it creates a new space of activities for children, where they are exposed to motivated offenders and the actors of fourth party. Therefore, for the sake of children’s safety, the practice of parental mediation control is increasingly becoming more pertinent everyday. Thus, the purpose of this paper is to examine how parental mediation control in Sri Lanka is influenced by their internet self-efficacy, their experience as online victims and their trust in online users.

This paper uses a unique data set of computer and internet users from Sir Lanka to examine parental intervention in their children’s online activities. Specifically, the data set contains 347 responses from computer and internet users. To analyze the data, the authors use a binary dependent (probit) model.

The results show that such factors alter the baseline probability of parental intervention. However, some differences are found between younger and older parents, with the latter group responding more to trust in online users and victimization experience while the former is mainly driven from computer self-efficacy. In particular, the older group is less likely to trust online internet users in terms of never adding unknown persons in the social media. Finally, being self-employed and an older parent has a positive effect on the likelihood of adopting parental controls, possibly because of the non-pecuniary attributes of self-employment.

This study adds to the emerging parental mediation control literature by looking at the likelihood of younger and older parents who were victims of cybercrimes, who have greater internet self-efficacy and lower online third-party trust to adopt parental mediation control behaviors. Also another contribution to the literature is the role of occupation type on parental monitoring behaviors.

The purpose of this paper is to present evaluation results. People exiting incarceration who use opioids are at an elevated risk for overdose following release. People living with HIV (PLWH) who use drugs are also at increased overdose risk. Overdose education and naloxone distribution (OEND) is an effective community-based intervention, but few OEND programs have been evaluated in a correctional setting and none have specifically targeted PLWH.

An OEND pilot program was implemented in the Philadelphia jail from December 2017 to June 2019. OEND was provided through an HIV case management program and naloxone given at release. Participants (n = 68) were assessed for changes in overdose knowledge and beliefs in their ability to respond to an overdose from baseline to one month later while still incarcerated. Other demographic variables were assessed via publicly available records and case manager chart abstraction.

A total of 120 incarcerated PLWH were OEND trained; 68 (56.7%) were still incarcerated one month later and received post-tests. The 68-person sample was predominantly male (79.4%) and Black (64.7%). One-fifth reported heroin use, a third reported cocaine use and nearly 2/3 reported use of any illegal drug on date of arrest. Among these 68, overdose knowledge and overdose attitudes improved significantly (p = 0.002 and p < 0.001, respectively).

OEND in correctional settings is feasible and knowledge and overdose attitudes improved significantly from baseline. OEND programs should be implemented within the general population of incarcerated people but, as with PLWH, can be extended to other vulnerable populations within correctional settings, such as persons with mental health conditions and a history of homelessness.

The purpose of this paper is to explore consumers’ views and expectations on circular clothing. This paper also clarifies how the remanufacturing process should be communicated and circular fashion marketed to consumers.

The research methodology consisted of consumer interviews, utilising an online innovation platform (Owela) to involve consumers and workshops with project partners and with external stakeholders.

Consumers’ interest towards recycling and sustainable solutions has increased. They appreciate the idea of recycling textile waste to produce new clothes; circular products should become “the new normal”. Consumers are asking for more visible and concrete information about circular clothing and how their behaviour has affected the environmental aspects of textile production. The communication should be timed correctly by using multiple communication channels and also paying attention to the shopping experience. In addition, digital services alongside circular clothing could create additional value for consumers.

In this study, only consumers from Finland were involved. The results might be different in different parts of Europe and especially worldwide.

This study focusses on circular clothing – an area that has not been studied much before. Also, consumers involved in this study were of a different age compared to most of the previous studies, where the focus has been mainly on young college students.

We all do it. We label persons or groups as chic, funky, chauvinist, cool, Uncle Tom, nerdy, liberated, Baby Boomers, and more. Political and religious leaders similarly make moral statements, for instance by applying Biblical characters’ names to contemporaries like Bill Clinton or Saddam Hussein – as Satanical or a Good Samaritan. Muslims analogously invoke the Koran.

In the past few years, many Australian organisations have either undergone or been planning a change from a hierarchical bureaucratic culture to a team‐based one. Much faith in the potential success of this kind of change appears to have been based on stories of transformations which worked well in overseas organisations, notably Japanese and American companies. One important issue for Australian organisational leaders was to come to terms with how the cultures of local and overseas companies were similar to or different from each other. For example, if the value systems of both local and overseas organisations tended to converge rather than diverge, the probability of developing a team‐based culture in Australian companies was relatively high. This paper critically examines stories of Australian organisations which are moving to a team‐based culture, from an adult communication management perspective. In particular, the paper aims to identify communication management variables which contribute to the successful implementation of teams in those organisations. Finally, conclusions and implications are drawn for maintaining high performance in team‐based organisations through effective communication management practices. ‘The art of progress is to preserve order amid change and to preserve change amid order’ — Alfred North Whitehead.

The Internet has brought about change in the way that public relations is practised. Not only has it provided another channel of communication, but the communication dynamic itself has changed because of the Internet’s unique combination of characteristics. Much public relations practice is still posited on dated theories of the system of communication along the linear lines of sender, channel, receiver (with feedback). The public relations professional is there to transmit a message with the purpose of persuading publics to the point of view being promulgated. There have been suggestions that a new model of communication is required in order to explain the Internet medium. This paper re‐examines three of the older communication systems models to establish whether there are elements within them that can be helpful in explaining the dynamics of Internet‐based communication. The authors use the three models, in turn, to examine this medium by focusing on the message sender, the channel itself and the user of the Internet. The conclusion is that together they can throw valuable light on Internet‐based communication and that there are lessons to be drawn from these models that are useful for the contemporary public relations practitioner.

Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance.

Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives.

Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during, and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level.

Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable.

In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars.

By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process.

This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.