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The purpose of this paper is to investigate the impacts of serious teacher misbehaviour (TMB) in schools from the perspective of headteachers, a largely un-researched area.

Data were collected via the documentary analysis of misconduct cases from the Teaching Agency and semi-structured interviews with five headteachers who had managed serious cases.

The research suggests four primary impacts of serious TMB, affecting other teachers, students, the reputation of the school and headteachers themselves. The paper concludes by suggesting a fifth impact affecting public trust in the teaching profession.

Although rare, serious TMB can be highly damaging. Furthermore, the findings suggest that it is almost impossible to predict and so this paper suggests a “map” of the impacts helping headteachers to manage and contain it when/if the worst does happen.

Empirical studies of the impacts of serious organisational behaviour are scarce; empirical studies of serious organisational behaviour in schools are non-existent and so this paper addresses that gap.

Entrepreneurial orientation (EO) has emerged as a core concept in the field of entrepreneurship. Yet, there continue to be questions about the nature of EO and how best to conceptualize and measure it. This chapter makes the case that EO has grown beyond its roots as a firm-level unidimensional strategy construct and that a new multidimensional version of EO is needed to capture the diverse manifestations and venues for entrepreneurial activity that are now evident around the world – global entrepreneurial orientation (GEO). Building on the five-dimension multidimensional view of EO set forth when Lumpkin and Dess (1996) extended the work of Miller (1983) and Covin and Slevin (1989, 1991), the chapter offers an updated definition of EO and a fresh interpretation of why EO matters theoretically. Despite earnest efforts to reconcile the different approaches to EO, in order to move the study of EO and the theoretical conversation about it forward, we maintain that as a group of scholars and a field, we need to acknowledge that two different versions of EO have emerged. Given that, we consider original approaches to measuring EO, evaluate formative measurement models, consider multiple levels of analysis, call for renewed attention to EO configurations, and discuss whether there is a theory of EO.

In the previous chapter, I introduced trauma-informed care as an approach to organisational change and a shift in culture to recognise that many employees and people attending services have past trauma experiences. In this chapter, I recast servant leadership (SL) as a trauma-informed leadership model that naturally operationalises some of the principles discussed in the TIA literature. The first section of this chapter addresses the societal need for a more ethical and moral leadership approach, before briefly outlining the prevalence of trauma experienced by service users and employees. The next section provides an overview and definition of SL in a general sense, before articulating a trauma-informed model of SL and its characteristics. Finally, some of the outcomes associated with SL are discussed with a key focus on how this approach operationalises the principle of psychological safety, trust and empowerment found in trauma-informed approaches, as they relate to employees.

The increased need for, and maintenance of, infrastructure creates challenges for all agencies that manage infrastructure assets. To assist with these challenges, agencies implement asset management systems. The purpose of this paper is to investigate and compare the importance of barriers faced by agencies establishing transportation asset management systems in the USA and Libya to contrast a case of a developed and developing country.

A literature review identified 28 potential barriers for implementing an asset management system. Practitioners who participate in decision-making processes in each country were asked to rate the importance of each barrier in an online survey questionnaire. Descriptive statistics, Kendall Concordance W., and Mann-Whitney are used to analyze the collected data.

Through an analysis of 61 completed questionnaires, 14 barriers were identified as important by both the US and Libyan practitioners. A total of 11 additional barriers, primarily in the areas of political and regulatory obstacles, were determined to be important only for Libya. These 11 barriers provide reasonable insights into asset management systems’ barriers for developing countries.

The list of barriers identified from this research will assist decision makers to address and overcome these barriers when implementing asset management systems in their specific organizational and country conditions.

The research identified standard barriers to implementing asset management systems and identified barriers that were specific to the country context, such as political and regulatory barriers in Libya. When viewed with the asset management literature, the results show broad applicability of some asset management barriers and the need to contextualize to country context (e.g. developing countries) for other barriers.

The purpose of this paper is to examine the nature of the strategic planning‐performance relationship by drawing on data from a sample of Turkish firms.

The sample frame for the study was derived from the database of the Istanbul Chamber of Industry's 500 largest Turkish manufacturing companies and the database of companies quoted on the Istanbul Stock Exchange. Based on a postal survey, 135 usable questionnaires were returned. Using LISREL causal modeling the moderating effects of a set of contingency factors on the relationship between formal strategic planning and firm performance were investigated.

The findings show that there is a good deal of support for the study's hypotheses. A strong and positive relationship was formed between formal strategic planning and firm performance, which tends to confirm the arguments of the prescriptive strategic management literature. The test results also verify the moderating roles of environmental turbulence, organization structure and firm size on the strategic planning‐performance link.

Strategic planning and its key dimensions represent a subtle and complex activity, and that to obtain rich data on such phenomena may be best accomplished through research methods that employ qualitative data gathering techniques. Incorporation of qualitative performance measures, in addition to financial measures would enrich our understanding of the planning‐performance relationship.

After almost a decade of relative neglect perhaps this research issue will again begin to attract the kind of attention that it deserves. Although strategy is often considered to be a universal practice, it is better thought of as many different crafts, varying according to its different contexts. So, the impact of various contexts on the planning‐performance relationship should be taken into account.

Prior studies that have examined strategic planning‐performance relationship have tended to focus on firms from industrialized countries. This is one of the first studies that has explicitly modeled and empirically tested the relationship in an emerging country context.

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