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This chapter juxtaposes human trafficking of children by their families with structural disadvantage characterizing cycles of violence to suggest that carceral approaches alone cannot break trajectories of crime. It highlights contexts where familial violence is culturally normalized and where the victim–offender binary is challenged. The devadasi system in a district in the Northern region of the State of Karnataka, India, and stories of women and communities in urban India provide a context for the discussion. This chapter posits the need to explore community corrections, restorative and transitional justice, and social justice in criminal justice administration to build safe families and communities for children.

Supermaxes across the United States detain thousands in long-term solitary confinement, under conditions of extreme sensory deprivation. Almost every state built a supermax between the late 1980s and the late 1990s. This chapter examines the role of federal prisoners’ rights litigation in the 1960s and 1970s in shaping the prisons, especially supermaxes, built in the 1980s and 1990s in the United States. This chapter uses a systematic analysis of federal court case law, as well as archival research and oral history interviews with key informants, including lawyers, experts, and correctional administrators, to explore the relationship between federal court litigation and prison building and designing. This chapter argues that federal conditions of confinement litigation in the 1960s and 1970s (1) had a direct role in shaping the supermax institutions built in the subsequent decades and (2) contributed to the resistance of these institutions to constitutional challenges. The history of litigation around supermaxes is an important and as-yet-unexplored aspect of the development of Eighth Amendment jurisprudence in the United States over the last half century.

This study explores the nature and role of CEO discourse in mergers and acquisitions (M&A), and especially during the highly complex post-merger integration process. Abstraction from two extensive empirical data sources suggests that executive discourse in M&A can be seen as fitting a taxonomy involving four categories: dubbed the cartel, aesthetic, videogame and holistic communicator. It is furthermore purported that executive sense-making through discourse may need to be monitored around an ideal and permanently oscillating distance between the executive promise and the many different realities that stakeholders experience in the post-merger process: too little distance prevents change from happening, too much distance erodes the belief in the promised possibilities. This distance, named the promise–realities gap, is different for each (type of) stakeholder, as stakeholders perceive both the discoursed promise as also their everyday corporate realities in different manners. This individual perception of discourse and of the multitude of perceived realities and the volatility of their influencing variables exacerbate the successful management of the promise–realities gap.