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Draws on findings from recent survey and case study evidence to identify key aspects of the relation between technical change and human resource management. Begins by examining the primary role played by general and line managers in managing advanced technical change. Also highlights the persistent and widespread support for technical change among both manual and non‐manual workers. Analyses three examples where human resource specialists have played a proactive role in the introduction of technical change, identifying the main characteristics of these cases. Concludes by drawing some practical implications of advanced technical change for the management of human resources in work organizations.

Reverses the traditional approach of defining classes or status groups before investigating patterns of social interaction by using patterns of interaction between more basic units such as occupational groups to determine the nature of stratification order. Outlines the theoretical basis and compares this to other methods before giving examples of applications.

The empirical record of cyberattacks features much computer crime, espionage and hacktivism, but none of the major damage feared in prevalent threat narratives. The purpose of this article is to explain the absence of serious adverse consequences to date and the durability of this trend.

This paper combines concepts from international relations theory and new institutional economics to understand cyberspace as a complex global institution with contracts embodied in both software code and human practice. Constitutive inefficiencies (market and regulatory failure) and incomplete contracts (generative features and unintended flaws) create the vulnerabilities that hackers exploit. Cyber conflict is a form of cheating within the rules, rather than an anarchic struggle, more like an intelligence-counterintelligence contest than traditional war.

Cyber conflict is restrained by the collective sociotechnical constitution of cyberspace, where actors must cooperate to compete. Maintenance of common protocols and open access is a condition for the possibility of attack, and successful deceptive exploitation of these connections becomes more difficult in politically sensitive situations as defense and deterrence become more feasible. The distribution of cyber conflict is, thus, bounded vertically in severity but unbounded horizontally in the potential for creative exploitation.

Cyber conflict can be understood with familiar political economic concepts applied in fresh ways. This application provides counterintuitive insights at odds with prevalent threat narratives about the likelihood and magnitude of cyber conflict. It also highlights the important advantages of strong states over the weaker non-state actors widely thought to be empowered by cyberspace.

Food sector supply chains have significant negative environmental impacts, including the expansion of global food commodity production, which is driving tropical deforestation – a major climate and biodiversity problem. Innovative supply chain monitoring services promise to address such impacts. Legislation also designates “forest-risk commodities”, demanding supply chain due diligence of their provenance. But such data alone does not produce change. This study investigates how theory in performance measurement and management (PMM) can combine with sustainable supply chain management (SSCM) and decision theory (DT) via case study research that addresses paradoxes of simplicity and complexity.

Given existing relevant theory but the nascent nature of the topic, theory elaboration via abductive case study research is conducted. Data collection involves interviews and participatory design workshops with supply chain actors across two supply chains (coffee and soy), exploring the potential opportunities and challenges of new deforestation monitoring services for food supply chains.

Two archetypal food supply chain structures (short food supply chains with high transparency and direct links between farmer and consumer and complex food supply chains with highly disaggregated and opaque links) provide a dichotomy akin to the known/unknown, structured/unstructured contexts in DT, enabling novel theoretical elaboration of the performance alignment matrix model in PMM, resulting in implications for practice and a future research agenda.

The novel conceptual synthesis of PMM, SSCM and DT highlights the importance of context specificity in developing PMM tools for SSCM and the challenge of achieving the general solutions needed to ensure that PMM, paradoxically, is both flexible to client needs and capable of replicable application to deliver economies of scale. To advance understanding of these paradoxes to develop network-level PMM systems to address deforestation impacts of food supply chains and respond to legislation, a future research agenda is presented.

The purpose of this paper is to highlight theoretical and clinical similarities between therapeutic communities (TCs) and group analysis (GA).

Literature review shows comparison of TC and group-analytic concepts with illustrative case material.

Findings reveal many similarities between TCs and GA, but also significant divergences, particularly in practice.

This paper provides theoretical basis for TC practice, and highlights the need for greater theorising of TC practice.

This paper highlights the importance of group-based treatment approaches in mental health.

This is the first paper to review the relevant literature and compare theory and practice in TCs and GA, highlighting their common roots in the Northfields Experiments in the Second World War.

Some scholars have claimed that CEOs make decisions, while boards of directors control these decisions by applying the concepts of decision management and decision control. These concepts were suggested more than 30 years ago and are still applied in corporate governance research. They are now challenged on the basis of scholarship on corporate governance and management.

Corporate governance addresses the authority and responsibility that boards of directors and executives have. Management theory addresses planning and control in corporations.

The relationship between the owners (the boards of directors) and the top managers is hierarchical. This paper concludes that owners or boards of directors make decisions on main and strategic goals. Decisions cannot be controlled, but the implementation and outcomes of plans can. The latter is managers’ responsibility. The terms “decision management” and “decision control” are undefined and do not describe what takes place in organizations.

This paper does not contain any new empirical data.

Management theory offers clear definitions of decisions, decision-making and control. The concepts of decision management (initiation and implementation) and decision control (ratification and monitoring) neither properly describe who makes major and strategic decisions nor how and who controls the consequences of these decisions.