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“What kinds of internships are possible?” “How should we decide whether to utilize internships, and if so, how can we ensure they will pay off?” The purpose of this paper is to help answer these key questions facing talent management professionals, educators, and interns.

This is achieved by reviewing the scattered literature to distill the lessons regarding internships for each of these stakeholders. First, the paper better defines internships through enumerating 11 key dimensions, helping give all internship stakeholders a common language to clarify communication. Second, the paper synthesizes and lists the potential benefits and costs/pitfalls of internships for interns, schools, and employers to provide a fuller view of internships from all stakeholder perspectives. Third, the paper summarizes recommendations to help stakeholders maximize the actual benefits obtained from internships while minimizing the costs and avoiding common pitfalls.

Many benefits for interns have been identified in the literature. These can be categorized as job-related benefits, career-related benefits, and networking/job market benefits. For most interns, the costs of the internship are minimal. Nevertheless, potential pitfalls stem from the fact that employers and interns often do not have consistent or shared expectations regarding the internship. The benefits of internships for schools can be significant. These include filling an important modern need for experiential and vocational learning. For employers, hiring an intern for a full-time position after the assignment can lead to savings in the areas of recruitment and selection.

The paper provides stakeholders with “one-stop shopping” for the best general advice about creating and growing successful internships.

Describes some of the policies that helped UK environmental consultancy ADAS to win best‐to‐work‐for prize in the Edie Awards for Environmental Excellence.

Concentrates on the company's approach to training and development, employee consultation and internal communications.

Details in particular the ADAS induction process, which helps new employees to feel a part of the organization and is seen as a key aspect of promoting employee retention.

Highlights the importance of good working relationships, rather than remuneration packages or frequent HR “initiatives”, in helping to create a good working environment.

Emphasizes the importance not only of consulting employees, but of acting on the feedback received.

Details a number of policies that other firms with a geographically dispersed workforce may find helpful in cementing a sense of “belonging” to a single organization.

Social entrepreneurship is primarily concerned with the development of innovative solutions to society's most challenging problems. Since social entrepreneurship flourishes in resource-constrained environments, social innovation may depend on the extent to which social entrepreneurs can combine and apply the resources at hand in creative and useful ways to solve problems – “bricolage.” Moreover, innovating for social impact relies on a set of institutional and structural supports – “innovation ecology,' which can facilitate or impede innovation. Our research empirically examines these variables as drivers of systemic social change through scaling and replication – “catalytic innovation” (i.e., the development of products and services targeted to unserved markets). Results of a survey conducted with 113 social entrepreneurs indicate that, while innovation ecology is associated with the degree of catalytic innovation, it is mediated by the role and degree of bricolage that social entrepreneurs bring to solving problems. These findings reinforce the role of entrepreneurs as the indispensable agents of social change.

From its earliest incarnations, entrepreneurship has been linked to innovation, and often innovations with a societal or social impact. Although classical economists discussed the role entrepreneurs play in handling risk in an economy (Hébert & Link, 2009), perhaps the greater risks have been the social impacts which entrepreneurship brought to societies (Drucker, 1985). The power of mercantile economies like the Phoenician or two thousand years later the British came as much from the new ideas and processes they introduced to the societies of trading partners as from the goods traded.

Major constitutional change is rare and thus has unknown implications for supply chain partners. Member firms within local food supply chains in the UK can best protect their interests in the wake of Brexit through close collaboration and by identifying and exploiting key dynamic capabilities. This can increase their individual and collective resilience and potential ability to influence future decisions relating to the constitution.

In recent years, Marks and Spencer has chosen to bring in more senior personnel from “the outside”. In order to ensure that they succeeded within their new environment, and that the organisation likewise gained from any particular expertise they might be able to bring to their new “home”, a programme was devised to bring these benefits about. The programme is described, and how the consultant involved internal trainers to run it and future events is set out.

IT IS AXIOMATIC that journals like WORK STUDY leave politics severely alone. This is but sensible: whichever you praise, you will most certainly offend some of your readers. They are a cross‐section of the population and how they think (or vote) is their own business. It is not ours to inquire, nor, most certainly not to condemn.