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Reports a case study investigating the use of naturalistic methodology to enhance the accountability of strategic decision making in a community health service. Discovers the possibilities and problems of stakeholders′ evaluation to improve accounting information. The study involved a district health psychogeriatric service in southern England over the period 1988‐1992.

While a growing body of literature reveals the prevalence of men's harassment and abuse of women online, scant research has been conducted into women's attacks on each other in digital networked environments. This chapter responds to this research gap by analyzing data obtained from qualitative interviews with Australian women who have received at times extremely savage cyberhate they know or strongly suspect was sent by other women. Drawing on scholarly literature on historical intra-feminism schisms – specifically what have been dubbed the “mommy wars” and the “sex wars” – this chapter argues that the conceptual lenses of internalized misogyny and lateral violence are useful in their framing of internecine conflict within marginalized groups as diagnostic of broader, systemic oppression rather than being solely the fault of individual actors. These lenses, however, require multiple caveats and have many limitations. In conclusion, I canvas the possibility that the pressure women may feel to present a united front in the interests of feminist politics could itself be considered an outcome of patriarchal oppression (even if performing solidarity is politically expedient and/or essential). As such, there might come a time when openly renouncing discourses of sisterhood and feeling free to disagree with, and even dislike, other women might be considered markers of liberation.

The purpose of this paper is to discuss the lessons learnt from the process of implementing a new model of governance within Living Well, a New Zealand statutory mental health agency.

It presents the findings from an organisational case study that involved qualitative interviews, meeting observations and document analysis. Archetype theory provided the analytical framework for the research enabling an analysis of both the formal structures and informal value systems that influenced the implementation of the governance model.

The research found that the move to a new governance model did not proceed as planned. It highlighted the importance of staff commitment, the complexity of adopting a new philosophical approach and the undue influence of key personalities as key determining factors in the implementation process. The findings suggest that planners and managers within statutory mental health agencies need to consider the implications of any proposed governance change on existing roles and relationships, thinking strategically about how to secure professional commitment to change.

There are ongoing pressures within statutory mental health agencies to improve the efficiency and effectiveness of organisational structures and systems. This paper has implications for how planners and managers think about the process of implementing new governance models within the statutory mental health environment in order to increase the likelihood of sustaining and embedding new approaches to service delivery.

The paper presents insights into the process of implementing new governance models within a statutory mental health agency in New Zealand that has relevance for other jurisdictions.

The closing plenary of the 2015 Alberta Institutions Conference offered an opportunity to reflect on the current status of the institutional perspective and the direction it may take in the future. Our four panelists, Mary Ann Glynn, Tom Lawrence, Renate Meyer, and William Ocasio, reflected on how institutionalists can matter. In a first conversation, Renate and William discussed how institutionalists can matter to different audiences, and whether or not the desire to matter should drive research. In a second conversation, Tom proposed problem-driven research as a means of developing relevant theoretical insights. In a third and final conversation, Mary Ann encouraged us to reconsider the role of institutions and culture in shaping the collective rationality of actors and to reveal what matters in everyday occurrences.

Offshore financial centres (OFCs) have again come under the spotlight. They have been accused of aiding terrorists by laundering their financial resources, allowing the funding of terrorism to go undetected. Their role as tax havens have also been highlighted in the collapse of Enron, a company that used OFCs to avoid paying millions of dollars in US tax. In response many OFCs have agreed to freeze terrorists’ assets, tighten money laundering legislation, provide a more open tax system and share information. There are, however, some OFCs that are resisting the mounting pressure to conform to international standards. These will become targets once more in June, 2002, when the Financial Action Task Force starts the process of identifying jurisdictions that ‘lack appropriate measures to combat terrorist financing’.

Scholars have shown many ways that social movements and democracy are deeply connected. Here, we demonstrate a previously unexplored process by which social movements alter democratic practice. Democratic movements are often experienced as insufficiently democratic by the very activists who participate in them, impelling new practices. We present examples from recent research on democratic movements and then contend that this is a common occurrence. Building on Hirschman's analysis of organizational change, we develop a theoretical account of why activists find movements for democracy disappointing and try to correct this, either by transforming the organizations they are in or creating new ones. Hirschman categorized responses to organizational challenges as Voice and Exit; we define a combination of these we call Semi-Exit as a useful extension. We then show in some detail how both disappointment and creativity have been generated in two major movement arenas: transnational activism that links social justice with environmental concerns and the Occupy Movement.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This paper explores the impact of the numerical distribution of women at different levels of the organisation on the experiences of women managers. It aims to build on work in this area which argues that gender imbalance creates an organisational culture that is hostile or resistant to women. Findings of a research project on women managers, on the significance of gender mix for barriers experienced and on women’s sense of “organisational fit” are discussed. Gender mix was found to be an important factor determining career progress. The hierarchical level at which gender imbalances occur is also considered. When gender imbalance at the top (with men in the majority) is combined with greater sex integration further down the hierarchy, women experience greater “fit” within the organisation than when that gender imbalance permeates all management levels. At the same time, an integrated top management team in terms of gender mix is possibly the single most important factor in creating a culture in which women feel comfortable and valued

For hospitality organizations to compete successfully in the emerging information age, with its emphasis on innovation, quality and speed, it is suggested that they must adopt more flexible, responsive and empowered management structures. However, if such developments are to prove effective, it is essential that hospitality organizations also overhaul their accounting systems, most of which were designed to support the previous industrial era’s focus on volume and productivity. Indeed, there is a concern that traditional budgeting systems – with their typical bureaucratic encouragement of internally‐focused, department‐centred cost minimization – may present a significant barrier to effective change. It is proposed instead that a fresh approach to the objectives of budgeting is needed, involving “alternative steering mechanisms” that promote empowerment, flexibility and knowledge‐sharing. This suggestion is supported by evidence from an American hotel where such a fresh approach to budgeting has been developing, “matching” its more progressive management structure.