Search results

This study is a radical interactionist analysis of family conflict. Drawing on both a negotiated order perspective and Athen's theory of complex dominative encounters, this study analyzes the role that domination plays in conflicts among intimates. As the family engages in repeated conflicts over roles, the family also engages in negotiations over the family order, what role each party should play, interpretations of past events, and plans for the future. These conflicts take place against a backdrop of patriarchy that asymmetrically distributes power in the family to determine the family order. The data from this study come from a content analysis of mothers with substance use problems as depicted in the reality television show Intervention. The conflicts in these families reveal that these families develop a grinding family order in which families engaged in repeated conflict but also continued to operate as and identify as a family. These conflicts are shaped by and reinforce patriarchal expectations that mothers are central to family operation. The intervention at the end of each episode offered an opportunity for the family to engage in a concerted campaign to try to force the mother into treatment and reestablish the family order.

When Dr Constance Scharff met Wes Geer, founding member of the band Hed PE and former touring guitarist for Korn, she was already a recognized figure in the addiction and mental health treatment field. In particular, she is known for her insight and leadership assisting healthcare professionals working at the nexus of addiction and trauma. It was not a surprise to her when Geer asked her to join Rock to Recovery, to help expand its business.

As she stepped into her leadership role with the charity, she faced a unique set of challenges. One of the musicians she worked with overdosed and died, and changes in regulations hurt accessibility to addiction treatment. Almost overnight, the company lost a significant amount of business, but more damaging was the potential for the groups’ mental health to be undermined. This chapter describes Dr Scharff’s evolving leadership during those losses and how she helped the group develop and ultimately thrive.

Dr Caroline Heldman, Chair of the Critical Theory and Social Justice Department at Occidental College, analyzes Dr Scharff’s experiences. She reveals how it is crucial in organizations like Rock to Recovery for leaders to embrace a compassionate leadership model. She also details the ways inwhich Dr Scharff had to overcome gendered leadership stereotypes to be an effective member of the Rock to Recovery team. Dr Heldman holds special insight into Rock to Recovery, as it was her brother, Christian, who died in 2018.

The purpose of this chapter is to report on the effects of a natural disaster on the tourism sector of Grand Bahama Island (GBI). This chapter explores the process of tourism destination recovery. Tourism destination recovery has become an important area of study in Small Island Developing States (SIDs). SIDs have been subject to increasing external shocks based on the state of the natural environment including climate change. GBI is the northernmost populated island in The Bahamas and the island has been impacted by several hurricanes within recent times including Hurricane Matthew in 2016 and Hurricane Dorian in 2019. A review of the tourism literature revealed that tourism destination recovery is an underresearched area in the Caribbean. Data were collected from stakeholder interviews to determine the process of tourism destination recovery. Findings revealed the importance to focus on product development, marketing, and coordination aspects of a tourism destination in recovery. This chapter offers a path towards tourism destination recovery by highlighting some of the challenges of the process, with consideration of a recovery framework for tourism destinations.

Purpose – This chapter explores claims of social problem workers in criminal justice and mental health with regard to how to manage males who are identified as or self-identify as both victims and perpetrators (V/Ps) of sexual abuse. We also examine the claims of V/Ps with regard to how they manage their dual status.

Methodology – This chapter is based on an action research project on intervention services for V/Ps in Ontario, Canada. Our data include literature reviews, interviews with intervention professionals, V/P narratives, and a transcription of a stake-holder's workshop.

Findings – Intervention workers whose mandate is offender risk management state they give little attention to victimization-related issues of V/Ps, whereas workers in victims’ services often state that adult V/Ps are not covered under their mandate. This suggests that the status of offender is the master status for adult V/Ps. Our V/P narratives recount efforts at self-management and some V/Ps and intervention professionals have expressed interest in the possibility of developing programs specially designed for V/Ps.

Practical Implications – An examination of issues related to the dual status of sexual abuse V/Ps suggests that V/Ps may require special services that cannot be provided by existing programs for perpetrators and victims.

Originality/Value of Paper – Studies of social problem work might benefit from considering not only professionals’ viewpoints but also those of their clients. This chapter explores new intervention models (GLM and RJ) that incorporate ethical concerns based on a rights perspective (“moral repair”) and the experiential concerns of V/Ps.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

This paper addresses how local retailers remain resilient in negotiating the lead up to and immediate aftermath of two major disasters (Typhoons Nesat and Nalgae) within a developing urban context (Dagupan City, Pangasinan). It highlights the specific mechanisms by which urban traders engage the Philippines’ more pervasive and highly resilient “culture of disaster” vis-à-vis conditions of chronic natural hazard.

This study relies predominately on the traditional anthropological techniques of participant observation and informal/semi-structured interviews to gather relevant project data. Supplementing these two core methods are findings derived from secondary sources like local and provincial newspapers, government records, public and university libraries, and census findings.

Findings suggest that a continual cycle of disaster impact and response does not overtly affect small retailers’ entrepreneurial initiative. It becomes clear that a persistent threat of natural hazards fosters a rather fatalistic sense of self-reliance.

Study was designed and funded as a quick-response study; therefore, the research timeframe was rather compressed and the informant pool somewhat limited.

The Philippines is widely recognized as a “culture of disaster” given its volatile position along the Pacific’s “Ring of Fire” and “Typhoon Alley.” This distinction assumes added dimension as the effects of global climate change become increasingly pervasive at the local level.

This paper adds ethnographic detail to a growing body of data on small business resilience within disaster prone areas of the Global South amid intensifying global climate change.

The contemporary workplace is characterized by transience: Organizational members frequently turn over and careers span multiple organizations. Consequently, workplace friendships that were once close become less close and intimate, that is they become peripheral and can deteriorate. While research has examined the benefits for employees who move on to new opportunities, less clear is how stayers, or employees who remain behind in the work setting, are affected. To understand stayers’ experiences and how they manage, we draw on theories of belongingess and to offer a three-part episodic process model, which explains how stayers’ engagement in the task and social domains are influenced. In doing so, we (1) present a dynamic view of the deterioration of dyadic relationships, highlighting how workplace relationships can change over time; (2) discuss both the depth and breadth of emotions involved for stayers; and (3) integrate a positive organizational scholarship perspective by considering both strength of friendships with other present coworkers and coping approaches of stayers as important boundary conditions, which can facilitate their recovery process. We draw attention to the broader implications of our theorizing for research on relationships and emotions, and practical implications for management.

This chapter evaluates the extent to which sustainable principles have been included on the destination recovery plans implemented by British Destination Management Organisations (DMOs) in response to COVID-19 and their subsequent quarantines during the period 2020–2021. The aim of the chapter is to explore if this pause in activities created by the COVID-19 crisis was used by UK DMOs as an opportunity to develop sustainable destination management plans, or alternatively, led them to prioritise financial income as the key driver in their recovery. The chapter also identifies the goals, motivations, performance indicators and strategies applied by those DMOs which developed post-COVID tourism destination recovery plans, with particular focus on those which have decided to include sustainability elements in their plans. The chapter concludes by developing a set of principles that other DMOs could apply when intending to develop sustainable management plans for their destinations in response to future major operational disruptions.