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Examines some of the theoretical models of human decision making derived from the field of psychology and considers some of the important issues this raises for training in decision making. Discusses a small selection of results from a fieldwork investigation, which examines hotel managers′ cognitive decision‐making processes. Ends with a discussion of possible suggestions for training in decision making which utilize psychological theories.

To provide positive benchmarking examples of hospitality, tourism and leisure small management enterprises in the area of organizational culture.

Extreme case sampling was used; locating information‐rich key informants or critical cases. A total of 89 small businesses were researched including hotels (and guest houses), restaurants, pubs, visitor attractions and leisure opportunities.

Semi‐structured interviews were analysed using an iterative approach based on the assumptions of Argumentation Theory. Results suggest that best‐performing small to medium‐sized (SME) operations in the hospitality, tourism and leisure industry share certain elements of culture including: supporting values such as building the future together, cooperative setting of missions and strategies, development of teamwork and organizational learning.

The research completed is illustrative of positive benchmarking elements of organizational culture. Further research, however, could also look at negative features which may hinder the success of hospitality, tourism and leisure industry SMEs.

The work provides clear suggestions for hospitality, tourism and leisure industry SMEs to improve managerial practice, focusing on five main cultural dimensions: organizational performance, teamwork, building the future together, building the ability to learn, and collaborative setting of strategies.

This paper begins to fill the gap of a very under‐researched area: benchmarking organizational culture in hospitality, tourism and leisure industry SMEs. Both academics and practitioners will find it very illuminating.

This viewpoint seeks to review the changing environment of shopping spaces in Europe, specifically evaluating factors underpinning development trends. The paper provides a critical overview, staking stock of recent debates in the area of European shopping place development and international retailing. It provides a discussion of themes emerging from the views of expert research‐orientated stakeholders.

Themes were drawn from a survey of a group of 11 expert research‐orientated European shopping centre stakeholders.

Key suggestions centre around issues associated with: people and lifestyle; planning and economics; environment and design, and globalisation. Two seemingly dichotomous trends are discussed; the increasing cross‐border transfer of shopping place forms, and the increasing need for shopping space individualism, identity, integrity and sensitivity to locality.

Whilst the authors' recognise that a limited number of experts were consulted the data reveals an important insight into the views of practitioners well‐placed to foresee the future. Further investigations can be envisaged which consult a wider range of views.

Takes a pan‐European perspective in order to analyse both the similarities and variations in shopping place development.

The purpose of this Editorial is to introduce the subject of place management and, more specifically, the Journal of Place Management and Development.

The approach is reflective, reflexive and indulgent. The Editorial examines the background to place management and summarises current practical and theoretical interpretations on the subject, that have been written by the JPMD Editorial Board.

The Editorial establishes the breadth of the topic of place management as well as making some tentative predictions about where research in the subject could or should go in the future.

The Editorial calls for more joint research between academics and practitioners, to ensure that research is academically grounded but practically relevant.

The Editorial is a good introduction to the subject of place management and should be read by academics or practitioners with an interest in the subject.

Without effective support and intervention, young people with learning disabilities and severe challenging behaviour are at risk of placement in out-of-area residential settings or highly specialist child and adolescent mental health service (CAMHS) units. Such placements may be inappropriate and result in significant reductions to the quality of life of young people and their families. This paper aims to evaluate the effectiveness of the Bradford positive behaviour support (PBS) service model in terms of its aims to improve quality of life, develop skills and maintain children living with their families in their own homes.

A service evaluation using quantitative and qualitative data from a range of sources to review the effectiveness of the PBS model being applied in Bradford and Calderdale was the methodology used.

When consistently implemented, the Bradford positive behaviour support–in reach service may improve quality of life, facilitate skill development in young people and their carers and reduce placements in residential and CAMHS inpatient units. Avoidance of such placements is likely to reduce the overall costs of service commissioning in Bradford.

This paper evaluates a novel approach being applied by a third sector agency to implement effective PBS with a small group of children, their families and networks. There is scope for this model to be successfully implemented in other areas.

The purpose of this paper is to provide a commentary on Banks et al. and sets the wider context.

It provides a brief narrative review of the literature on the factors that determine the quality of life of people with intellectual disabilities, including the impact of culture.

Key to ensuring good quality of life outcomes is support that is facilitative, enabling and empowering which can compensate for severity of disability and improve people’s experiences. This approach is called Active Support. Improving quality of life is a key part of preventing and responding to behaviours that challenge. Culture is an important factor in ensuring staff are motivated to work in such ways but is likely to be intertwined with many other factors.

This paper summarises the key literature on what is needed to improve outcomes for people with intellectual disabilities. It introduces the importance of exploring how the different dimensions of culture interact and how culture, practice, processes and structures might work in a much more complex and intertwined fashion than previously conceptualised.