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This paper aims to explore the concept and practice, of dignity as understood and experienced by older adults and district nursing staff. The paper adds a new, nuanced, understanding of safeguarding possibilities in the context of district nursing care delivered in the home.

The research used an ethnographic methodology involving observations of care between community district nursing clinicians and patients (n = 62) and semi-structured interviews with nursing staff (n = 11) and older adult recipients of district nursing care (n = 11) in England.

Abuse is less likely to occur when clinicians are maintaining the dignity of their patients. The themes of time and space are used to demonstrate some fundamental ways in which dignity manifests. The absence of dignity offers opportunities for abuse and neglect to thrive; therefore, both time and space are essential safeguarding considerations. Dignity is influenced by time and how it is experienced temporally, but nurses are not allocated time to “do dignity”, an arguably essential component of the caregiving role, yet one that can become marginalised. The home-clinic exists as a clinical space requiring careful management to ensure it is also an environment of dignity that can safeguard older adults.

District nurses have both a proactive and reactive role in ensuring their patients remain safeguarded. By ensuring care is delivered with dignity and taking appropriate action if they suspect abuse or neglect, district nurses can safeguard their patients.

This paper begins to address an omission in existing empirical research regarding the role of district nursing teams in delivering dignified care and how this can safeguard older adults.

Individual employment law has the dual aim of stimulating good personnel practice and of providing minimum protection for vulnerable employees, such as those found in the hotel and catering industry. Findings from a survey of “high quality” hotels and restaurants show that large establishments have developed a veneer of formality in some areas of personnel management, but that the detail within policies and procedures rarely conforms to all the requirements set down in legislation and codes of practice. Finds that, in small establishments, practices are informal and often fail to meet basic legal requirements. As for individual protection, the large majority of part‐timers qualify for the equivalent of full‐time rights, but casual workers, who supply a substantial proportion of labour needs in the industry, have no protection at all. Makes a strong case for extending employment rights to casuals and indicates that such a development would not reduce their employment opportunities, nor would it cause particular concern for employers.

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.

Those seeking information from the Internet often start from a search engine, using either its organised directory structure or its text query facility. In response to the difficulty in identifying the most relevant pages for some information needs, many search engines offer Boolean text matching and some, including Google, AltaVista and HotBot, offer the facility to integrate additional information into a more advanced request. Amongst web users, however, it is known that the employment of complex enquiries is far from universal, with very short queries being the norm. It is demonstrated that the gap between the provision of advanced search facilities and their use can be bridged, for specific information needs, by the construction of a simple interface in the form of a website that automatically formulates the necessary requests. It is argued that this kind of resource, perhaps employing additional knowledge domain specific information, is one that could be useful for websites or portals of common interest groups. The approach is illustrated by a website that enables a user to search the individual websites of university level institutions in European Union associated countries.

This chapter explores the key role of industry partners in the adoption of challenge-based learning (CBL) in higher education institutions (HEIs). Considering that one defining feature of CBL is the use of real-world challenges situated within an authentic real-world context or scenario, partnerships that include students, academics, and industry partners are often established. These partnerships usually involve students, academics, and industry partners working together to define challenges, create and implement solutions, and provide feedback. Existing CBL literature has largely focused on the evaluation of challenges and benefits for students and academics, including disciplinary knowledge acquisition and the development of competencies and soft skills. Nevertheless, little attention has been paid to the expected input from industry partners, as well as their perceptions and benefits that they can gain from CBL partnerships. Thus, the focus of this chapter is on discussing industry partners' perceptions of the practical challenges, as well as potential opportunities that can translate into benefits, stemming from CBL partnerships. Based on empirical evidence, the chapter summarizes the current challenges of CBL within the context of HEIs. We discuss industry partners' perceptions of the practical challenges and the potential opportunities emerging from the CBL partnership, and whether these translate into benefits. We consider the practicalities of working across academia, industry, and government on the implementation of CBL, and the lessons for HEIs seeking to develop CBL activities to support innovation in their regions.

Hotel groups have expanded extensively over recent years, with key players now operating on a global basis. Presents a critical evaluation of the literature relating to the internationalization of hotel groups and previous success studies and prescriptive strategic management models in relation to multinational hotel groups. Addresses issues which include the measurement of internationalization, overreliance of profitability as a single measure of success and the dominance of western business cultures. Forwards proposals for a research framework designed specifically to investigate success in international hotel groups and to emphasize the need for “holistic” approach. Recognizes the need to research success using a multidisciplinary framework.

The purpose of this paper is to review some of the learning technologies associated with teaching and learning in higher education (HE). It looks at e‐learning and information technology (IT) as tools for replacing the traditional learning experience in HE, i.e. the “chalk and talk” lecture and seminar. HE is on the threshold of being transformed through the application of learning technologies. Are we on the brink of a new way of learning in HE after a tried and tested formula over 800 years?

Adopting a case based approach, the fieldwork for this research took place at two UK Higher Education Institutes (HEIs). A number of units that included IT‐based learning were identified. All units included a web site that was aimed at supporting students' learning. The data were collected through unstructured discussion with the lecturer and a questionnaire to students.

This paper considers and highlights the key findings from the sample linking them to the literature with the purpose of testing the aim/title of this paper. Evidence suggested the implications for HEIs are they cannot assume that presenting new technologies automatically makes their institutions “youth friendly”; this new generation would like to see some concrete benefits of technology.

From this small‐scale investigation this paper attempts to investigate in which direction HE might go. Is this generation wanting a step change? Evidence from this research suggests not – new technologies will only play a bit part. They can help free up time in order to engage and support students in new and interesting ways.

The aim of this chapter is to challenge the assumption that top-down approaches to economic development and growth are the best way forward for rural areas. Looking at the work of the current LEADER programme and LEADER project examples, the chapter measures the impacts of small-scale, bottom-up approaches to foster rural development. It considers the importance of the LEADER approach as a key component of the current rural policy framework.

The chapter provides a discussion of top-down versus neo-endogenous approaches to rural growth, drawing on policy and practitioner literature. Four case studies from the current LEADER programme are used to demonstrate how the LEADER approach brings about growth at a local level, and how this can be measured using a Social Return on Investment (SROI) approach.

LEADER, as a programme, can deliver sustainable and effective economic growth through a series of small-scale interventions by stimulating entrepreneurial activity in the context of neo-endogenous growth. This forms a useful complementary strand to the top-down policy of major sectoral interventions profiled in this chapter in the context of current England-wide policy approaches to economic development. The SROI approach provides an effective tool for capturing the longer term effects of LEADER.

Considering the broader SROI and sustainable credentials of LEADER-stimulated business development provides a new and more robust means of both communicating the achievements of the programme and a rationale for giving it greater prominence.

The chapter establishes a new place-based approach to considering the wider impact of LEADER projects through an SROI approach. The insights help provide new insights into the contribution of this programme to economic development in rural communities.

This paper aims to explore perceptions of the recession and recovery by SMEs in Lincolnshire and Rutland. The paper seeks to examine the relationship between businesses' perceptions of the economy and their growth ambitions.

The results were generated from a bi‐monthly online survey of SMEs. The survey includes two years of data from July 2010 to May 2012, spanning periods of recovery and recession. The survey comprises a number of Likert‐scale questions which have been tracked throughout the period.

The findings suggest a separation of how businesses perceive wider economic conditions, and their role and performance within the economy. Views on trading conditions and public sector cuts are identified as a more important determinant of business behaviour than views on the economy overall.

The findings are based on research undertaken with SMEs in a specific geographical area of England and, as such, there is limited scope for generalisation beyond this area. Further research could compare the responses of SMEs in this predominantly rural area with metropolitan areas, for example.

The paper highlights the importance of revenue sourced from the public sector for SMEs in peripheral areas. Policy implications include the need to support SMEs in identifying alternative sources of revenue and/or new business models in the face of reducing public sector expenditure.

The paper presents an innovative approach for analysing SME perceptions, the findings of which have informed a business support programme run by the University of Lincoln, and used as a benchmarking tool by participating SMEs.