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Current government policy aims to tackle youth anti-social behaviour and its psychological and social impacts. Given an increased likelihood that young victims of crime are also likely to engage in aggressive or deviant behaviour and to have psychological and social difficulties, interventions are needed which access vulnerable youth with adverse lifestyles to increase well-being and reduce offending. The current project utilised a hospital emergency department (ED) as an appropriate location to identify and interact with youth victims of violent crime; to support key lifestyle risk and mental health difficulties; and build resilience. The purpose of this paper is to use a youth work paradigm, to target vulnerable youth in a health setting at a crisis point where intervention may have a higher chance of uptake.

The study applied a quasi-experimental, longitudinal design. Using the strengths and difficulties questionnaire and the “What Do You Think” component of the ASSET risk assessment, data were collected from 120 youth aged 12-20, at baseline with 66 youth who successfully completed the programme with assessments at baseline and follow-up, at an average of 14 weeks.

There was significant reduction in both psychological problems and lifestyle risk at follow-up.

These findings support the government initiative to intervene in youth violence in healthcare settings. Challenges revolve around increasing participation and greater formalisation of the intervention.

The youth work led violence intervention in the ED is successfully tackling psychological problems and lifestyle risk following injury.

Youth violence victimisation impacts on health, mental health and future risk trajectories. A London hospital emergency department (ED) outreach youth service provides a unique intervention opportunity to support adolescents involved in violence. The purpose of this paper is to describe the set‐up of the service.

Young people (YP) targeted were aged 12‐18, from two London boroughs and attended ED with injuries from a violent incident. They were referred to Oasis youth workers for a mentoring/youth work intervention. Lifestyle and symptom scales were used to assess risk profile. Hospital staff questionnaires determined service awareness in the first six months, and interviews/focus group identified potential barriers to service uptake.

By 12 months, the service was operating smoothly. Of the first 505 YP attending ED, a third were referred, a third ineligible and a third non‐contactable/refused. Detailed analysis of the first 30 attending found most were male (87 per cent), equal White or Black ethnicity (40 per cent) with 20 per cent “Other” ethnicities, with only a third living with both biological parents. This was similar to the full population attending. Nearly half (49 per cent) had been assaulted, 30 per cent had injuries self‐generated through poor anger management, the remainder injured in fighting. Over half (57 per cent) had disorder, mostly behavioural, correlated with lifestyle risk scores. Barriers to service use/implementation included YP mistrust and fear of reprisals, problems with service visibility in the busy hospital environment and ineffective staff communication with YP, all countered during the running of the service. Gauging outcome at follow‐up is the second evaluation stage.

The youth violence project is an important initiative for intervention in youth violence.

In the multiplicity of facts and factors which bear upon the feeding of nations the question of transport is the predominant partner.

This chapter explores conflict in digital transformation as a leadership challenge. The authors maintain that conflicts cannot be left to HR managers; rather, they must be anticipated, handled adeptly and made a leadership priority. Although conflict resolution is a well-researched area, this is not the case for authentic leadership in digital transformation. Thus, the field is ripe for empirical research. Pitman and Reilly call for research on conflict in digital transformation, the role of leadership in averting and resolving conflicts and whether these roles change understanding of authentic leadership. The impact of AI warranting a revision of orthodox authentic leadership theory represents a further domain of potential research.

While disruptions as a result of the COVID-19 pandemic resulted in the failure of some companies, others embraced innovative digital technologies to face the challenge posed by COVID-19. The COVID-19 crisis is also an opportunity for the extractive industry (EI) sectors to review their digitalization processes. The purpose of this paper is to conduct a systematic review of infectious disease mitigation in EI and to evaluate the resilience of these industries as they address pandemic prevention and control.

Multi-case studies including digital and organizational responses to COVID-19 were analyzed to evaluate the readiness of health risk management (HRM) and resilience of EIs against the pandemic. The evaluation uses Google Scholar and Trends searches to compare the level of relevant activity in EIs with other industries.

Although EI sectors have various plans for minimizing pandemic impacts, unexpected disruptions and delays of the COVID-19 responses revealed many limitations of the existing HRM system. Digital technologies (e.g. artificial intelligence-based public health monitoring, digital collaboration, wearable health tracking and 3D printing) demonstrated their remarkable benefits in the pandemic responses and nontechnical elements affecting technology adoption (TA).

Lessons learned from the deployment of digital technologies against the pandemic help to improve the organizational capacity to deal effectively with future outbreaks and suggest lessons for the future trajectory of TA in these industries.

The Public Organisation Risk Management concept challenges managers to develop a means of systematically identifying and managing key features of the organisation’s uncertainty field (its risks, uncertainties, the unknown and emergent, and the human perception/behaviour component). This presents an immense challenge, as it seems an organisation would need – in some sense – to identify all aspects of the environment before then isolating that subset of the most important risks and uncertainties. Clearly this is impossible, but a conscious awareness of this limitation might be valuable in its own right.

Assessment and analysis refers to the systematic and ongoing process by which a public organisation identifies, analyses, and measures the key components of its uncertainty field. A foundation concept that governs assessment and analysis is the view that public organisations are, in effect, collections of contracts, obligations, commitments, and agreements between the government and resource holders. Those arrangements serve as means by which the public organisation becomes exposed to the elements of the uncertainty field. Those elements, in turn, arise from the physical, social, political, economic, legal, operational, and cognitive environments.

A more detailed exposition of assessment and analysis appears in both Chapters Six and Seven. Here, in Chapter Five the goal is to set the foundation for such an exploration. Key terms and concepts are presented, and some core issues are introduced. As with all chapters, the discussion will address what have been identified as ‘traditional’ as well as enterprise risk management influenced perspectives. This in turn will lead to some coverage of alternative thinking about the assessment and analysis process.

The purpose of this paper is to investigate why entrepreneurial universities choose a particular business strategy focussing on diversification and multi-nationalisation, and the role of intellectual capital (IC) in supporting such strategies.

The research question is answered through an exploratory case study of the University of Bari, Italy. Data were collected from strategic plans, annual reports, national evaluation reports and semi-structured interviews with the university’s board members and analysed using Secundo et al.’s (2016) collective intelligence framework.

The authors show how contingency factors, such as economic and historical reasons, justify both the diversification and internationalisation strategies, and how they both rely on IC.

The results of this study can be used by managers to support the development of entrepreneurial university strategies.

The paper is novel because it provides theoretical justification to strategy development in a university setting. Additionally, the findings contribute to the fourth stage of IC research by showing how IC can be used to support diversification and internationalisation in a university and support third mission goals. Finally, the paper provides an empirical application of the Secundo et al.’s (2016) model for understanding IC in universities.

As non‐traditiona! entry to higher education increases, combined with high quality distance education and parttime learning opportunities which create an emphasis on the concept of “lifelong learning”, the demand for learning resources and library services in all communities will increase. Provided that public libraries can rise to the inherent challenges in meeting the needs of lifelong learners, they will become the institution of choice for the general public for support of learning and education, offering prospective learners potential access to a wide range of high quality learning resources, no matter where they, or the resources, may be geographically situated. In this, by taking advantage of the advances of technology, the mobile library may expand its traditional role and be a major player in repositioning the library as an information broker in support of lifelong learning in remote or marginalised communities.

This article examines the myths and the truth of the ancient African civilization. It also sheds some sociological light on the second great Sahelian kingdom of Mali as an example of the ancient West African kingdoms. It demonstrates the level of civilization, wealth, and power this empire had during the Middle Ages. Also, the ambitiousness of its kings through the discovery of trade routes via the high seas, its level of importance as a cultural, learning and trade centre, the influence of its cities and the development of its urban centres, and its socioeconomic relationships with other African and non‐African peoples. It concludes with a discussion of the influence of the Arabic‐Islamic culture on the Mali Empire and illustrates its points with the advanced culture, and the use of the Dogo people and their exploration of outer space.