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The purpose of this study is to provide a review of research on the merits of public policy and law enforcement responses to intimate partner violence (IPV) in the USA using prevalence rates and dynamics of IPV.

A reading of recent comprehensive literature reviews was supplemented by a PsychInfo search of relevant articles published in peer-reviewed journals.

Laws against IPV in the USA have been enforced much more vigorously in comparison with most of the world, many of which have no such laws at all. While more perpetrators have been held accountable for their actions – increasing the safety of victims – many perpetrators are never brought to justice, and “mandatory arrest” laws sometimes result in arrests being made with a scant evidence of wrongdoing. This state of affairs can be traced two key factors. First, the persistence of the gender paradigm – an outdated and discredited set of assumptions about the role of gender in IPV – as formulated by battered women’s advocates, which has informed IPV public policy for several decades. Second, the complex nature of IPV, a phenomenon that mostly happens behind closed doors, varies widely in frequency, intensity, mutuality and impact on victims, and it cannot easily be framed in binary victim/perpetrator terms.

The arrest and prosecution of possibly innocent individuals is in violation of due process and mitigates against our common efforts to reduce IPV in our communities.

A compact summary of the relevant IPV policy literature is presented with a focus on an under-studied topic, i.e. the problems inherent in the categorization of individuals as either victims or perpetrators and the failure to recognize the inherently complex nature of IPV.

The purpose of this paper is to improve the understanding of how collaboration agreements function and their benefits for the environments where they are implemented. The goal of these initiatives is to bring together in partnerships the actors concerned by domestic violence and coordinate their actions to ensure the safety of persons at risk of intrafamilial homicides through an effective collaboration structure.

The synthesis data originates from four research projects research work with the partners of four studied agreements: A-GIR (Arrimage-Groupe d’Intervention Rapide [Rapid Intervention Unit]) in Laval, Alerte-Lanaudière [Lanaudière Alert] in the Lanaudière region, P.H.A.R.E. (Prévention des homicides intrafamiliaux par des Actions Rapides et Engagées [Domestic Homicide Prevention through Rapid and Committed Action]) in South Western Montérégie and the Rabaska Protocol in Abitibi-Témiscamingue.

Overall, the interveners agree on the positive impacts resulting from the relationships between the partners, the development of a common expertise and the collective responsibility acting to prevent intrafamilial homicides, while highlighting the challenges met and the essential conditions for the success of these collaboration initiatives.

Findings are drawn from participants in a particular locale – i.e. French–Canada, and may not entirely apply to other regions and cultures. Additional research should be conducted with similar methodology in other regions of Canada and elsewhere.

The findings should help in the further development of best practices for IPH prevention and therefore protect potential victims from lethal assaults of domestic violence.

Few studies have been conducted on how stakeholders involved in IPH prevention actually work together in collaborative efforts, and none, as far as we know, specifically on drawing up formal agreements.

At the time of its demise in 2001, the Enron Corporation could boast of its comprehensive, state-of-the-art management control and governance systems. Yet these controls were rendered ineffective in the company's last few years. This article identifies the radical change in Enron's corporate culture that took place from the Lay-Kinder era (1986–1996) to the Lay-Skilling era (1997–2001). It argues that this was a major cause of neutralizing these controls, which in turn proved to be a major factor in Enron's fall into bankruptcy. The article draws on Schein's (1993, Legitimating clinical research in the study of organizational culture, Journal of Counselling and Development, 71, 703–708; 1996, 2004) framework of cultural practice to develop our analysis. Thus, it supports Simon's (1990, 1995) urging to more meaningfully include corporate culture in management control research studies. The article contributes to the literature by drawing attention to the rich but untold story of Enron's governance and control and also extends the research linking corporate culture and control systems.

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.

Using data from 236 Mexican manufacturing facilities, we examine the relationship between management control systems and structures and environmental compliance and we test the applicability of management control theory in Mexican industry. We report that success in compliance with environmental regulations is significantly associated with degree of management commitment, planning, belief systems, measurement systems, and rewards. This study contributes to the management control literature by empirically testing the efficacy of management control systems and structures in Mexican industry. It contributes evidence about the implementation of environmental strategies in organizations. Finally, by focusing our analysis on Mexican companies, it gives us a rare view of management control and strategy implementation in a developing economy.

The author adds six books to a cannon of books that together delineate the emerging practice and theory of radical management.

The author identifies the mismatch between modern business' need to achieve continuous innovation in product development and service delivery and traditional, hierarchical management.

The paradigm shift to radical management involves not merely the application of new technology or a simple set of fixes or adjustments to hierarchical bureaucracy. It means basic change in the way people think, talk and act in the workplace–including changes in attitudes, values, habits and beliefs.

This masterclass shows how the paradigm shift in leadership and management can generate dramatic reductions in cost, size, and time, and improvements in convenience, reliability and personalization, of products and services.

This masterclass defines the principles authors need to follow to successfully prescribe useful approaches and best practices for surviving and thriving the management revolution in the creative economy.

There has been extended debate about how to conceptualise inter‐organizational restructuring in late twentieth century capitalism, giving rise to a number of models that attempt to represent productive change. A number of such conceptualisations of transformation under the banner of “agility” attempt to provide guidance about “managing” physical and social relationships within and between companies in response to growing market complexity. The theoretical argument in this paper is that inter‐firm agility cannot be objectively understood in all cases using simple unidirectional cause and effect as such theories do not take into account more subjective aspects of interaction. Specifically, we argue that to have a vision of agility in action there must be an evaluation of complexity in and between organisational boundaries with a theoretical approach that gives a more robust appreciation of inter‐firm ties. Conceptualising agility in this way captures the essence of tacit knowledge between firms along with the physical dynamics of network functioning.

This chapter provides evidence on the factors that influence the design of the control arrangements that govern support services. Specifically, we study sourcing decisions of non-strategic information technology (IT) support services. While the popular management literature suggests to outsource non-strategic activities, in practice organizations perform these services (partly) in-house. Based on transaction cost economics (TCE), we hypothesize that control structure choices depend on asset specificity, uncertainty and frequency. Using survey data on IT sourcing decisions from 89 firms in the construction industry, we find support for most of our hypotheses. Our results indicate that asset specificity deriving from the degree of organizational embeddedness of the IT function negatively affects firms’ propensity to outsource their non-core IT support, and that (behavioural) uncertainty intensifies this negative effect. As expected, we also find that frequency has a negative direct effect on the willingness to outsource IT services provision. However, we find no support for the hypothesized interaction between asset specificity and frequency. Overall, our study indicates that the organization's choice to outsource non-strategic support services depends on the organizational role of these services, rather than on their technological characteristics.