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The purpose of this paper is to explore the phenomenon of mate crime and attempts to assess its practical as well as its theoretical implications.

It begins with an account of the short history of the concept and then positions mate crime within academic theorising around general hate crime and disability.

Particular reference is made to the significance of the issue of vulnerability and how its interpretation might affect understanding of this phenomenon.

This is followed by some observations on how agencies of social policy and the legislature are responding to the issue of mate crime.

Particular reference is paid to the impact of safeguarding adults procedures.

It concludes that, although “mates” can (and do) “hate”, further research is required on the subject in order to gain better knowledge of the issue from both a theoretical and a practice position.

The overall purpose of the paper is to understand the barriers to women's progression to senior positions in universities. It aims to explore similarities and differences between the career experiences and leadership styles of men and women in middle‐ and senior‐level positions at one university. The ultimate aim is to identify interventions to help create a more equal gender balance at senior levels.

A mixed methods approach was adopted. In‐depth interviews were conducted with a quota sample of 53 men and women in order to explore their lived career experiences. In addition, 50 questionnaires were received from the same sample in order to compare factual data about the participants' life histories and biographical circumstances.

The findings show that women's human capital and career progression to date are at least equal to those of men and that this has been achieved without women sacrificing a holistic family life. They also show that there are still some important differences between men and women in the way they plan and manage their careers and the leadership style that they adopt.

A five‐level framework is proposed which sets down the types of intervention that are required to create a more equal gender balance in senior positions. It is argued that this should be used to shape the gender equality schemes developed in universities under the Gender Equality Duty.

The paper provides new evidence about the residual differences between men's and women's career experiences, even in an employment context, which is particularly supportive of women. It also makes a significant contribution to the debate about the gendered nature of leadership.

Ancient and universal, fantasy was most likely the first mainstream literature rather than the naturalism later recognized as mainstream. Every generation of every culture tells and retells tales based on psychological archetypes, the elements of fantasy. For instance, the Celtic tale “Leir and His Daughters” has been reworked and updated by authors ranging from Shakespeare to Diana Paxson (The Serpent's Tooth, Morrow, 1991). One of the old English/Scottish ballads collected by Francis James Child in the late 19th century (Child ballad No. 37) has recently reappeared as the novel Thomas the Rhymer by Ellen Kushner (Morrow, 1991). Similarly, retellings of the Arthurian legend are legion, from Geoffrey of Monmouth to Malory to Tennyson to such modern writers as T.H. White, Mary Stewart, Marion Zimmer Bradley (The Mists of Avalon, Knopf, 1982), and Guy Gavriel Kay (The Wandering Fire and The Darkest Road, Collins, 1986).

This paper is based on a research project about inter‐firm RD collaboration which was undertaken in two phases. In the first phase, which took place between 1988 and 1990, 27 pairs of small and large, technologically intensive firms were interviewed, all of which were in the process of RD collaboration. In the second phase, which took place approximately five years later, many of the original participants were recontacted to investigate both the fate of their original collaborations and the subsequent collaborative history of each firm. During the course of this second phase, a distinct group of small firms were identified which used long‐term collaboration as part of their innovation practice. These firms had gone through what was sometimes a fairly painful learning experience and had emerged as strategic collaborators.

The paper aims to clarify the multivariate effects of follower communication apprehension (CA) and demographic dissimilarity on follower perceptions of the leader–follower relationship quality (i.e. measured by leader–member exchange (LMX) theory). This study examined the possible mediating effects of follower CA on the relationship between demographic dissimilarity and LMX.

Research was collected from self-report ratings of one member of the dyad; several proactive techniques were utilized to reduce common method variance in the development and administration of the survey instrument. In total, 260 (N = 260) full-time hospitality industry employees participated in the study.

The results of this study indicate demographic dissimilarity has minimal effect on LMX and CA. However, the results indicated that follower CA was negatively related to follower perceptions of LMX quality. In addition, the results indicated that tenure working with the supervisor was negatively related to follower CA and positively related to follower perceptions of LMX quality.

Research results may lack generalizability, and causality cannot be confirmed. Future studies utilizing longitudinal designs and/or data collected from each member of the dyad may provide support for current findings.

This paper includes implications for understanding how situational characteristics influence follower CA and perceptions of LMX to encourage supervisors to increase communication with new subordinates, especially during the organizational acculturation process, thus reducing turnover. Furthermore, the significant relationship between age dissimilarity and CA offers practical implications for managing and celebrating generational differences in the workplace and bridging the gap between generations by maximizing communication between supervisors and subordinates. Communication is an essential consideration in the hospitality industry linked to creativity, relationship building and enhanced service experiences. Ultimately, this paper provides guidance for leaders to build sustainable, positive relationships with subordinates through more effective communication and build more inclusive service-based organizations.

This paper contributes to communication and leadership management practices by addressing four major problems: (1) limited research on situational characteristics that inhibit LMX quality, (2) limited research on communication variables as antecedents to LMX, (3) minimal research on the relationship between CA and LMX and (4) non-existent research on CA as a mediating variable in the relationship between demographic dissimilarity and LMX.

Work integration social enterprises (WISEs) address the chronic unemployment of disadvantaged populations. However, WISEs face challenges, in part, because they embody both social mission and market logics which potentially contradict one another. The purpose of this paper is to investigate how the founders of WISEs perceive the relationship between logics and how they manage any resulting tensions, to help determine if they are effective vehicles for alleviating unemployment.

This study used in-depth interviews with social entrepreneurs in nationally recognized WISEs to assess how they perceived and managed logic tensions.

A total of eight out of the ten WISEs emphasized one dominant logic and did not perceive significant internal conflict. Only two cases experienced prolonged and ultimately irreconcilable tensions between their social mission and market goals, when social entrepreneurs were guided by the blended logics of providing training and services to disadvantaged populations within a for-profit legal form.

Future research is required to determine the generalizability of these findings due to small sample size, an exclusive focus on the founder’s perspective and an exclusive focus on WISEs.

Findings contribute to greater understanding of logic tensions in WISEs and the opportunities and limitations that result from aligning dominant logic(s) and organizational form.

This research suggests that the founders of WISEs perceive market and social mission logics as options to be selected, and that WISEs struggle to succeed as organizations with two dominant logics. The market appears as yet unprepared to support singlehandedly organizations with a social mission of work integration.