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People living with opioid use disorder (OUD) disproportionately encounter the criminal justice system. Although incarcerated individuals with OUD face higher risk for withdrawals, relapses and overdoses, most jails fail to offer comprehensive medications for OUD (MOUD), including recovery support services and transition of care to a community provider. The purpose of this paper is to describe the development and implementation of a comprehensive MOUD program at a large county jail system in Maricopa County, Arizona.

The authors used the Sequential Intercept Model (SIM) to develop a community-based, multi-organizational program for incarcerated individuals with OUD. The SIM is a mapping process of the criminal justice system and was applied in Maricopa County, Arizona to identify gaps in services and strengthen resources at each key intercept. The program applies an integrated care framework that is person-centered and incorporates medical, behavioral and social services to improve population health.

Stakeholders worked collaboratively to develop a multi-point program for incarcerated individuals with OUD that includes an integrated care service with brief screening, MOUD and treatment; a residential treatment program; peer support; community provider referrals; and a court diversion program. Recovery support specialists provide education, support and care coordination between correctional and community health services.

OUD is a common problem in many correctional health centers. However, many jails do not provide a comprehensive approach to connect incarcerated individuals with OUD treatment. The Maricopa County, Arizona jail system opioid treatment program is unique because of the ongoing support from recovery support specialists during and after incarceration.

This book aims to assist readers in navigating the conceptual maze surrounding discussions of business and sustainability by offering critical reflection on the state of business action for environmental sustainability and providing evidence about what is actually taking place in real localities and businesses. The chapters in this volume are relevant in sustainability research, focusing on issues that are critical, topical and needed at this stage of the discussion. This volume makes three main contributions. First, it offers a critical review of business engagement with sustainability from four perspectives: sustainability as a political project; sustainability as a response to environmental crisis, sustainability as business opportunity and sustainability as stakeholder management. The chapters for example, link business case for sustainability to the larger debate about ‘ecological modernisation’: this perspective believes that the way out of the ecological crisis is to go further into the process of industrialisation. A complication to this claim is that business must be given the right market signals to identify and profit from their environment impacts, in other words that ‘ecology must be economised’. As the chapters will show, the notion of a business case is misleading if it is intended to imply some freely arrived at evaluation without reference to the context in which decisions are made.

It is not in doubt that pollution prevention and resource efficiency projects can sometimes make good business sense for an individual enterprise. For organizations that have previously done little to address their environmental impacts, some opportunity frequently exists to lessen those impacts while raising production efficiency and keeping their basic approach to business intact. This was the experience of many businesses during the 1980s and the origins of the suggestion that the environment was a “win-win” issue for business (Walley & Whitehead, 1996). Simply updating production equipment can offer a double dividend, which is partly why so many businesses are able to claim they are getting greener while aggregate environmental conditions deteriorate (McDonough & Braungart, 2002). The unresolved issue is whether an ongoing commitment to improve environmental performance is reflected in ongoing gains in business performance. As expressed by one advocate of eco-industrial development, the issue is not about doing the same with less but rather about doing far more with far less (Cohen-Rosenthal, 2003, p. 22).

The purpose of this paper is to review the progress made by UK higher education institutions (HEIs) to deliver the enterprise education agenda. The key areas for research included the type, content and delivery methods of graduate enterprise education being offered in the UK.

A questionnaire was e‐mailed to 123 HEIs in the UK, together with a brief introduction stating the purpose of the research. These were followed up by telephone calls to request responses.

The paper finds that provision of entrepreneurship education is varied, with both entrepreneurship and innovation courses on offer. Entrepreneurship education is most often offered at postgraduate level and on a part time basis. Overall, delivery methods proved to be more traditional than anticipated, with few instances of action learning or the use of technology to support learning. There were differences between pre‐ and post‐1992 HEIs, and little attention was given to topic areas evident in relevant UK policy initiatives.

Supports entrepreneurship education, key capacities need to be addressed within HEIs, at senior and other levels, so that graduate enterprise embodies the entrepreneurial spirit and delivers the expected results of governmental focus and intervention.

This is one of the first surveys to explore how enterprise education is delivered within UK HEIs.

Examines the Baldrige criteria and their use in New Zealand. Government development agencies and private industry groups have recently promoted models of best practice in business organization and strategy. Across these initiatives there is a remarkable unanimity in the version of best practice being advocated, reflecting the influence of the Baldrige Award criteria. Contrasts the types of workplace reorganization advocated in the Baldrige criteria with sociotechnical systems, German diversified quality production, flexible specialization. Argues that each of these systems offers a route to best practice in its related market and business environment. Discusses the limits of reducing workplace change to a single one of these options and managerial action alone. Presents evidence of the value of industry co‐ordinated change, including contrasting case studies from the meat and dairy processing sectors.

We argue that self-stigma places patients on a path of marginalization throughout their life course leading to a negative cycle of opportunity and advancement. Mental health patients with higher levels of self-stigma tend to have much lower self-esteem, efficacy, and personal agency; therefore, they will be more inclined to adopt role-identities at the periphery of major social institutions, like those of work, family, and academia. Similarly, the emotions felt when enacting such roles may be similarly dampened.

Utilizing principles from affect control theory (ACT) and the affect control theory of selves (ACTS), we generate predictions related to self-stigmatized patients’ role-identity adoption and emotions. We use the Indianapolis Mental Health Study and Interact, a computerized version of ACT and ACTS, to generate empirically based simulation results for patients with an affective disorder (e.g., major depression and bipolar disorder) with comparably high or low levels of self-stigmatization.

Self-stigma among affective patients reduces the tendency to adopt major life course identities. Self-stigma also affects patients’ emotional expression by compelling patients to seek out interactions that make them feel anxious or affectively neutral.

This piece has implications for the self-stigma and stigma literatures. It is also one of the first pieces to utilize ACTS, thereby offering a new framework for understanding the self-stigma process. We offer new hypotheses for future research to test with non-simulation-based data and suggest some policy implications.