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The purpose of this chapter is to examine the consequences of closing institutions for people with disabilities and accommodating them in Supported Residential Services. Issues that had been raised by an advocacy movement included shortcomings in privacy, dignity, control and meaningful activity in institutions, which led to their closure. The study applied a quality of life measurement which was commensurate with the ethical paradigms of welfare, autonomy and communitarianism to investigate whether community living in supported residences produced fulfilling lives and better outcomes than the institutions they replaced. Twenty-seven people with a disability and/or mental health issue in Supported Residential Services in Victoria, Australia were interviewed using the ‘Lehman Quality of Life Questionnaire’. An investigation into the Quality of Life of one group of de-institutionalised residents revealed that issues remain. People in the Supported Residences appear to be no better off than when they were in institutions. The study identified that it was common for a resident to have no phone, no friends outside the residence, little or no family contact, no disposable money and no job. However, since there was no research conducted before de-institutionalisation, the impact of the policy change is difficult to determine. Applying ethical measures, such as the Capabilities approach, reveals that issues remain. Practical implications from this study are first, that positive measures need to be added to de-institutionalisation to achieve satisfactory outcomes and second, that policy makers would be better informed and likely more effective if data were collected before and after significant changes.

This paper seeks to explore the development of a discharge programme in one learning disability hospital in Scotland. The study aims to concentrate on organisational developmental changes in that institution. The model of the management during the discharge programme was investigated. The aim of the study is to explore how the discharge programme developed, as seen under the lens of organisational change, in order to find out what kind of model of management is more suitable in similar programmes.

A case study was employed. Data were collected by means of interviews. The interviews followed a structured format. The sample of the study had to be a purposive sample and the method of snowball sampling was used; finally, 28 interviews were conducted. A grounded approach was adopted for the data analysis. The software program QSR “NUD*IST” (version “N6”) was used as a technical tool, in order to facilitate the data analysis.

The findings of this study show that various management models were adopted in the four phases of the discharge programme. These different models represent a “quest” by the institution's management regarding the most appropriate model for managing the discharge programme. This study shows that this goes on continuously in organisations under transition until they settle down to a more permanent state.

It was concluded that management models, which are composed of characteristics from the organic theory of organisational management, could apply in discharge programmes. The data gathered enabled the researcher to arrive at a model of management which is suitable for managing organisational changes in discharge programmes, the named “stakeholder management model”.

The paper focuses on legitimation and legitimation strategies applied by companies. Following the process of systematic review, we analyse empirical studies exploring legitimation and legitimation strategies from different theoretical perspectives. Using the key findings by reconnoitering and comparing the theoretical background, approaches, methodologies and findings of these empirical studies, we outline potential directions for research in the legitimation strategies of firms engaged in international business operations.

This article challenges the tendency of the information systems literature to subsume IT innovation in processes of organizational change, either with the role of “enabler” of organizational objectives, or as an instrument appropriated by situated organizational actors. Using institutionalist theory, the relationship between information systems development and organizational transformation is studied as the interaction of two institutionalization processes: the increasing momentum and legitimation of IT innovation; and the organizational efforts for the substitution of established structures and activities with new ones which often do not command adequate legitimacy. Such analysis suggests that IT innovation in organizations is to a large extent sustainable by its own institutional forces, irrespective of contribution to the processes of organizational change. This perspective is demonstrated with the case study of the Mexican oil company, Pemex, where IT projects have played a large part in its transformation from a state‐owned to private enterprise.

To consider Critical Management Studies as a social movement.

The purpose is fulfilled by reflecting upon the history of Critical Management Studies by reference to social movement theory, institutional theory and the social theory of hegemony.

Critical Management Studies is plausibly understood as a social movement.

The chapter offers a fresh perspective on Critical Management Studies by representing it as a movement rather than as a specialist field of knowledge.

De‐institutionalisation and resettlement have had a significant impact on offenders with learning disabilities (LD) who are now more visible in the wider community than before. Perhaps because of the challenges presented by people who were previously contained in institutions, there has been a growth of interest in their characteristics, the services and clinical interventions required to support them.This narrative review presents and discusses recent developments concerning offenders with LD. It looks at the historical association between crime and low intelligence, and then examines the evidence concerning the prevalence of offending by people with LD and recidivism rates. Recent research concerning service pathways for this population is summarised and progress in the development of actuarial, dynamic and clinical assessments of the future risk of offending is outlined.The second half of the paper focuses on a review of the evidence for and recent developments in the treatment of offending behaviour (anger/aggression, sexual offending and fire‐setting), utilising broadly cognitive behaviourally‐based approaches. Finally, future directions for research and practice innovation are proposed.

Behaviour programmes containing aversive elements came under scrutiny in Norway following the de‐institutionalisation of people with learning disabilities in the early nineties. A special act was introduced to limit and regulate the need for such measures. This paper describes the situation prior to the act and outlines the arguments used in favour of and against it. The authors also report on a board specially appointed to evaluate the act.

This paper aims to use institutional theory to explore the role of human resource (HR) practices as carriers in the evolution of interdependent supply relationships.

This is a qualitative study of an inter‐firm supply relationship where the two partners were interdependent as a result of a “closed loop” supply relationship. The paper explores the perspectives of employees at multiple levels within both partners, and collects pluralist evidence from 36 interviewees from both sides of the dyad. It collects documentary evidence such as minutes, contractual agreements and HR documents. This paper re‐analyses the evidence from earlier work using an institutional theory framework.

Using Scott's “three pillars” the paper shows that HR practices can act as carriers of regulative, normative and cultural‐cognitive elements in interdependent supply relationships through both formal and informal mechanisms. Regulative elements were less evident, but could be fundamental in shaping the other two. A tension was found between institutional pressures at the inter‐ and intra‐firm levels, an emergence of innovative practices and new routines at inter‐organizational level, and an evolution over time that could involve a de‐institutionalisation of the relationship as a result of internal priorities competing with the resource requirements of the supply relationship.

The paper addresses the interface between OM and organisational theory. Areas are proposed where institutionalisation of a supply relationship can be strengthened or weakened. The findings further challenge the view of supply relationships as a “spectrum” in which progress is unidirectional over time.

Many of you must have enjoyed the ersatz (or kitsch) view of Jewish traditional life in ‘Fiddler on the roof’. Topol banging and roaring out ‘Tradition’ is hugely enjoyable. But it is more than a good actor and a vigorous song. It is an appeal to the past; not nostalgia for the past as a dead thing—like Queen Anne—but as a living continuity.