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For policymakers and academics alike, gentrification – the renovation of socially and economically marginal inner-city areas by higher status social groups – has become an issue of rising importance in the changing social structures of developed-world cities (Smith, 1979; Rose, 1984; Hamnett, 1991). In the regeneration of deprived inner-urban areas, it is seen as a double-edged sword, its potential to reinvigorate local property markets and provide much-needed investments of social capital matched by its tendency towards displacement of ‘less desirable’ extant populations and social division between middle-class newcomers and incumbent working-class residents (Smith, 1992; Blokland, 2002; Butler, 2003).

Collaborations for Leadership in Applied Health Research and Care (CLAHRCs) are a new UK initiative to promote collaboration between universities and healthcare organisations in carrying out and applying the findings of applied health research. But they face significant, institutionalised barriers to their success. This paper seeks to analyse these challenges and discuss prospects for overcoming them.

The paper draws on in‐depth qualitative interview data from the first round of an ongoing evaluation of one CLAHRC to understand the views of different stakeholders on its progress so far, challenges faced, and emergent solutions.

The breadth of CLAHRCs' missions seems crucial to mobilise the diverse stakeholders needed to succeed, but also produces disagreement about what the prime goal of the Collaborations should be. A process of consensus building is necessary to instil a common vision among CLAHRC members, but deep‐seated institutional divisions continue to orient them in divergent directions, which may need to be overcome through other means.

This analysis suggests some of the key means by which those involved in joint enterprises such as CLAHRCs can achieve consensus and action towards a current goal, and offers recommendations for those involved in their design, commissioning and performance management.

Research on patient safety campaigns has mostly concentrated on large-scale multi-organisation efforts, yet locally led improvement is increasingly promoted. The purpose of this paper is to characterise the design and implementation of an internal patient safety campaign at a large acute National Health Service hospital trust with a view to understanding how to optimise such campaigns.

The authors conducted a qualitative study of a campaign that sought to achieve 12 patient safety goals. The authors interviewed 19 managers and 45 frontline staff, supplemented by 56 hours of non-participant observation. Data analysis was based on the constant comparative method.

The campaign was motivated by senior managers’ commitment to patient safety improvement, a series of serious untoward incidents, and a history of campaign-style initiatives at the trust. While the campaign succeeded in generating enthusiasm and focus among managers and some frontline staff, it encountered three challenges. First, though many staff at the sharp end were aware of the campaign, their knowledge, and acceptance of its content, rationale, and relevance for distinct clinical areas were variable. Second, the mechanisms of change, albeit effective in creating focus, may have been too limited. Third, many saw the tempo of the campaign as too rapid. Overall, the campaign enjoyed some success in raising the profile of patient safety. However, its ability to promote change was mixed, and progress was difficult to evidence because of lack of reliable measurement.

The study shows that single-organisation campaigns may help in raising the profile of patient safety. The authors offer important lessons for the successful running of such campaigns.

There has been an increasing emphasis on developing officers who can effectively make decisions in dynamic and stressful environments to manage volatile situations. The aim of this paper is to guide those seeking to optimize the limited resources dedicated to police training.

Drawing on research related to stress exposure training, principles of adult learning, the event-based approach to training and policing more broadly, the authors show how carefully crafted training scenarios can maximize the benefits of police training.

The authors’ review highlights various training principles that, if relied on, can result in scenarios that are likely to result in the development of flexible, sound decision-making skills when operating under stressful conditions. The paper concludes with an example of scenario development, which takes the reviewed principles into account.

The authors hope this discussion will be useful for police instructors and curriculum designers in making evidence-informed decisions when designing training scenarios.

Change management projects typically fail because they meet employee resistance created by emotional sensemaking processes. This paper aims to present an in-depth explanation for these failures and how change managers could avoid them.

This study presents an argument in the following three steps: it begins with an empirically well-established fact that attempts at change management often trigger negative emotional responses; the moral foundations theory is then used to identify the typical categories of emotional responses that may result in resistance to organizational change; and the ordonomic approach to business ethics is built upon to substantiate the diagnosis that, in many cases, emotional responses cause employees to behave in a way that is collectively self-damaging.

The core idea of the current study’s contribution is that emotionally driven processes of sensemaking can easily become dysfunctional, especially in situations that require extensive change. Consequently, it should be top priority for managers to engage in sensegiving, which comprises: narratives that explain what is going on against the background of relevant alternatives and appropriate discourses that guide how employees form their expectations. In a nutshell, sensegiving attempts to reframe sensemaking processes.

Even if a win–win potential already exists, it can still be misperceived. If employees are used to thinking within a trade-off framework, this might trigger trade-off intuitions and negative emotions, in effect leading to a situation that makes everyone worse off. Such mental models might become a self-fulfilling prophecy. To counter such a tendency, sensegiving aims at a professional management of sensemaking processes. The task of successful change management, properly understood, is to create and communicate win–win potentials, ensuring that all parties involved understand that they are not asked to sacrifice their self-interest, instead they are invited to participate in a process of mutual betterment.

The literature on sensemaking draws attention to the empirical fact that resistance to change is typically driven by emotions. The moral foundations theory helps in exactly identifying which emotional dimensions are relevant in times of organizational change. The ordonomic approach to business ethics points out that – owing to their emotional nature – processes of sensemaking might fail, that they may mislead employees into behavioral patterns that are collectively self-damaging. Therefore, a top priority for management is to engage in sensegiving, that is, in (re-)framing sensemaking processes.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper uses archival documents to begin to recover a history of women’s leadership in the advertising industry. In particular, this paper aims to identify the leadership styles of the first five presidents of the New York League of Advertising Women’s (NYLAW) club. Their leadership from 1912 to 1926 set the course for and influenced the culture of the New York League. These five women laid the foundations of a social club that would also contribute to the professionalization of women in advertising, building industry networks for women, forging leadership and mentorship links among women, providing advertising education exclusively for women and, finally, bolstering women’s status in all avenues of advertising. The first five presidents were, of course, different characters, but each exhibited the traits associated with “transformational leaders,” leaders who prepare the “demos” for their own leadership roles. The women’s styles converged with their situational context to give birth to a women’s advertising club that, like most clubs, did charity work and hosted social events, but which was developed by the first five presidents to give women the same kinds of professional opportunities as the advertising men’s clubs provided their membership. The first five presidents of the Advertising League had strong prior professional credibility because of the careers they had constructed for themselves among the men who dominated the advertising field in the first decade of the 20th century. As presidents of the NYLAW, they advocated for better jobs, equal rights at work and better pay for women working in the advertising industry.

This paper draws on women’s advertising archival material from the Schlesinger Library, Radcliffe and Wisconsin Historical Society to argue that the five founding mothers of the NYLAW provided what can best be described as transformational feminist leadership, which resulted in building an effective club for their members and setting it on a trajectory of advocacy and education that would benefit women in the advertising industry for the next several decades. These women did not refer to themselves as “leaders,” they probably would not have considered their work in organizing the New York club an exercise in leadership, nor might they have called themselves feminists or seen their club as a haven for feminist work. However, by using modern leadership theories, the study can gain insight into how these women instantiated feminist ideals through a transformational leadership paradigm. Thus, the historical documents provide insight into the leadership roles and styles of some of the first women working in American advertising in the early parts of the 20th century.

Archival documents from the women’s advertising clubs can help us to understand women’s leadership practices and to reconstruct a history of women’s leadership in the advertising industry. Eight years before women in America could vote, the first five presidents shared with the club their wealth of collective experience – over two decades worth – as advertising managers, copywriters and space buyers. The first league presidents oversaw the growth of an organization would benefit both women and the advertising industry when they proclaimed that the women’s clubs would “improve the level of taste, ethics and knowledge throughout the communications industry by example, education and dissemination of information” (Dignam, 1952, p. 9). In addition, the club structure gave ad-women a collective voice which emerged through its members’ participation in building the club and through the rallying efforts of transformational leaders.

Historically, the advertising industry in the USA has been “pioneered” by male industry leaders such as Claude Hopkins, Albert Lasker and David Ogilvy. However, when the authors look to archival documents, it was found that women have played leadership roles in the industry too. Drawing on historical methodology, this study reconstructs a history of women’s leadership in the advertising and marketing industries.

This paper helps to understand how women participated in leadership roles in the advertising industry, which, in turn, enabled other women to build careers in the industry.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.