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This study aims to describe the sector-led response to the COVID-19 pandemic and national lockdown in terms of safeguarding adults.

This study uses a case study method to examine a sector-led improvement response to COVID-19 and safeguarding adults.

The study describes how safeguarding issues and concerns were identified and brought together, and then responded to. It reviews this initiative in the context of crisis intervention theory and discusses the achievements of this initiative regarding COVID-19 and safeguarding adults during the period April–July 2020.

The study describes a unique joint initiative between the Local Government Association and the Association of Directors of Adult Social Services, which worked with the Networks of Chairs of Safeguarding Adults Boards, Safeguarding Adults Boards’ managers and Principal Social Workers. This initiative developed resources and shared information and good practice to support a response in unprecedented circumstances.

The major purpose of this paper is the review of the administration and operation of four on‐scene victim assistance units within law enforcement agencies in one Canadian and three US cities. The primary purpose is to learn how these units operate and the extent to which there are accepted by the officers involved. An additional purpose is learn how many departments nationally had such units.

The basic methodology includes telephone interviews with key personnel in each unit, an on‐site examination of the Denver, Colorado unit, and a brief survey of large city police departments to learn the extent of on‐scene units in major US cities.

A review of the administration and operation of each unit reveals that each unit is well managed, integrated into the department's structure, and staffed with paid staff who are members of the department and volunteers. Key to the success of each unit is extensive training of victim specialists and a clear understanding between specialists and police that the officers at the scene are in charge. The findings clearly confirm that such units are well received by officers at all levels. The survey findings indicate that relatively few departments have on‐scene victim assistance units, although most do have some program to address victims' issues.

While there is an extensive literature on victim assistance generally, little has been written about the need for, and operation of, on‐scene victim assistance units that are part of police departments. This article contributes to knowledge in this area and suggests that such units can be a valuable asset to departments.

This exploratory study aims to discover the different forms of challenges encountered by school stakeholders, including students, teachers, parents and management due to the coronavirus disease 2019 (COVID-19) pandemic.

Qualitative methodology was deployed for the study. A purposive sampling technique was used to select the respondents for a semi-structured interview. Data were examined using interpretative phenomenological analysis (IPA).

It was found that each stakeholder faced four different challenges: mental distress, physical immobility, financial crunches and technological concerns. Findings suggest that teachers are experiencing higher financial, technological and physical challenges as compared to other stakeholders followed by parents.

This paper discusses the major challenges faced by each stakeholder along with the opportunities. These findings will be useful for educationists, regulatory authorities, policymakers and management of educational institutions in developing countries to revisit their policy frameworks to develop new strategies and processes for the smooth implementation of remote learning during a period of uncertainty.

The purpose of this paper is to highlight the stressors involved in an occupation at potential risk – the profession of law enforcement.

The paper reviews the history of police stress studies. It describes prevention and treatment programs that have unfortunately not been sufficiently utilized because of the police culture.

The documented symptoms of stress include digestive orders, cardiovascular diseas, alcoholism, domestic violence, post‐traumatic stress disorder, depression and suicide. While some police officers start their careers in excellent physical health, some retire early or even die from job‐related stress disorders if the cumulative impact of stress exacts its toll.

The paper offers a description of COP.2.COP a confidential hotline for officers and their families staffed by retired officers and licensed professionals.

The purpose of this paper is to compare corporate values of companies that exist in a volatile, uncertain, complex and ambiguous environment via semantic network analysis (SNA) approach. A secondary aim is to juxtapose these values with the expected values in turmoil from a cross-cultural perspective.

The paper examines values statements of companies in Fortune 500 rankings of Turkey and the USA in 2016. The data regarding expected values in turmoil are obtained through expert appraisal from 20 public relations scholars from each country. SNA method is applied in both stages of the study.

Findings show several common values for Turkish and American companies (e.g. customer focused and honest). However, Turkey reflects developing country values, such as “development oriented,” while American companies have post-materialist values, such as “respectful.” According to academicians’ perspectives, ideal corporate values should represent long-term orientation and relationship building.

To the best of the authors’ knowledge, this is the first comparative study to take a network approach in the systematic examination corporate values in a business world that is threatened by crisis. Therefore, the results will generate implications for the corporate literature in addition to providing guidelines for corporate communication professionals.

This study is innovative in both context and methodology, comparing corporate values that exist in different sociocultural contexts via SNA, an approach which allows in-depth cultural analysis based on quantitative data.

In responding to unanticipated challenges during the course of a project, lessons from crisis management research can be valuable. Effective project management requires both a proactive and reactive strategy in dealing with unanticipated and challenging events. A key element of success is developing a learning culture, which permits flexibility within a systematic problem‐solving approach. We indicate how this can be achieved using a crisis management model and use data gathered from the National Museum of Australia project to demonstrate the potential benefits of a learning which encourages solution‐building by teams.

We discuss how attachment theory can help leaders maintain security in their relationships with followers during crisis, using the COVID-19 worldwide pandemic as an example. We describe how the COVID-19 pandemic has undermined the typical ways leaders may have fostered secure relationships with their followers. Guided by Lewin's action research paradigm, we integrate research on attachment theory with recent research on the COVID-19 pandemic to present leader interventions to maintain attachment security in spite of the disruption caused by COVID-19. We then discuss how these propositions can guide leader interventions in other types of crisis.

Attachment theory has received considerable attention in recent years from management and leadership scholars. We extend this line of inquiry by drawing parallels between the strange situation, a now classic paradigm for researching infant–caregiver attachment systems, to understand attachment security in leader–follower relationships during times of crisis.

We find that the crises such as COVID-19 present a challenge to attachment security in leader–follower relationships. We also find that research on adult attachment in response to crises and traumatic events is relevant to understanding how leaders can foster positive relations with followers during times of crisis when physical proximity is not possible.

We apply attachment theory and leadership research to present a framework for leadership during the COVID-19 pandemic; however, many of our theoretical assertions and related interventions could be applied to other unprecedented crises that disrupt leader–follower relationships. Hence, our paper offers a unique lens that is centered on the attachment security within the leader–follower relationship during crisis.

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

The term “dynamics of interventionism” refers to a social process, i.e., a sequence of adjustments to change over time, among a great many individuals, who largely share a common set of rules of interaction.¹ It is constituted by the unintended consequences at the interface between the governmental and market processes, when the scope of government is either expanding or contracting in relation to the market. Interventionism is the doctrine or system based on the limited use of political means (i.e., legitimized violent aggression (Oppenheimer, 1975[1914])) to address problems identified with laissez-faire capitalism. Thus, an intervention refers to the use of, or the threat of using, political means to influence non-violent actions and exchanges. Supporters of interventionism do not completely reject the institutions of capitalism, such as private property and the price system, but do favor using piecemeal interventions that extend beyond so-called minimal-state capitalism² in order to combat suspected failures or abuses they associate with the unhampered market. Examples of this would include, but are not limited to, market power, externality, asymmetric information, income inequality, racial and sexual discrimination, and the business cycle.