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This paper aims to investigate the use of Part VI of the Criminal Procedure (Scotland) Act 1995 (CPSA) for people with Learning Disability (LD) and/or Autism. This is in the context of a recent review commissioned by the Scottish Government into whether the provisions in the Mental Health (Care and Treatment) (Scotland) Act 2003 (MHA) meet the needs of these groups which would also affect associated legislation such as CPSA.

All CPSA orders active on the 3 January 2018 were identified and analysed for a number of variables including diagnoses, detention length, level of hospital security and medication use.

Of the 580 people on CPSA orders, 69 (11.9%) had LD and 27 (4.7%) had possible/definite Autism. Most people with LD (56.5%) did not have a mental illness or personality disorder. Most (81.2%) had mild LD. There were two patients whose only diagnosis was Autism. Mean duration of detention was longer for those with LD than for those without. Most patients with LD alone were prescribed medication (61.5%) and, if in hospital, were managed in low secure units (59%).

The results indicate that people with LD or Autism are differently affected by the application of the CPSA from other people with mental disorders, and that this is potentially discriminatory, if it is not objectively justified . It supports the stance from the recent review that to reduce the potential for discrimination, substantial changes to MHA and CPSA should be considered in the wider review of the MHA in Scotland.

Contrasts theories of the “Japanization” of British industry with empirical evidence from established car producers in that industry. Suggests that while the UK car industry has been heavily influenced by Japanese methods, established producers follow policies marked by indigenous influences rather than by any unmediated Japanese effect. Proceeds to explore relationships between processual change in plant‐level work organization and the overarching context of institutions and ideas. Investigates the relevance of the two major theoretical models of workplace change in the motor industry ‐ the “diffusion” and the “bolt‐on” models of change ‐ and their conflicting interpretations of the impact of the Japanese “lean production” approach. Compares models with case‐studies of changing work practices at Rover and Peugeot and suggests that neither model provides a satisfactory account of the patterns of change found. Develops instead a model of change which emphasizes the creative adaptation of production practices within the British context.

The question of whether or not we are witnessing a profound transformation in the nature of relations between industrial buyers and their suppliers towards more collaborative ways of working lies at the heart of more general debates about the nature and direction of organisational change in late twentieth century capitalism. The emergence of, and growing interest in, new network forms of organisation ‐ as distinct from internal bureaucratic and external market‐based forms of transaction governance (e.g. Powell, 1990) ‐ appears to suggest that, in some sectors at least, new forms of relationship are developing between capitalist producers and their suppliers which, moreover, have implications for long term business success. Japanese just‐in‐time production systems, in particular, have had an important influence upon contemporary manufacturing thinking and practice and in many respects are said to provide key elements of a model of ‘best practice’ in the organisation and management of buyer‐supplier relations. The theme of close inter‐organisational collaboration is also apparent in the analysis of, and debates surrounding, new or emergent modes of organisation ‐ for example, the networks of local small firms identified in the ‘flexible specialisation’ literature.

In the mid to late 1970s, the deliberations of the Bullock Committee on industrial democracy led to a set of proposals for “worker directors” on the boards of large private companies. The proposals generated strong partisan reactions, and many of the current views of political parties, employers and trade unions were shaped during this period. Recently, the trade unions and the Labour Party have reaffirmed their commitment to the Bullock principles in their election programme pledges to develop the planning of industry through an extension of industrial democracy. By contrast, the continuing hostility of the Conservative Party and many employers to the extension of workers' participation through legislation has been shown by the coolness with which they have received the so‐called “Vredeling” proposals from the European Commission on workers' rights to consultation and company information.

Recent interest in the UK construction sector in innovative management practices such as partnering, continuous improvement and benchmarking have raised long‐standing questions about the transferability of new management ideas from other industrial sectors into construction. Informed in part by the author's own research into partnering in the UK, this paper sets out to explore the problems of transferring and applying new management ideas to the construction industry. However, rather than simply restricting the discussion to the perennial (and perhaps unanswerable) question of whether or not the construction industry actually is different, this paper goes much further by examining the nature of knowledge diffusion and application processes. Three main themes are highlighted and their implications assessed. First, the many inherent problems and limitations associated with relying on models of ‘best practice’ drawn from other industrial sectors. Second, the highly socialized and politicized nature of supposedly rational processes of knowledge diffusion and implementation. Third, the impact that institutional factors have on the diffusion and application of knowledge via the creation of particular industry agendas and frames of reference.

The purpose of this paper is to introduce and provide an insight into the benefits of outsourcing the procurement function for engineering commodity items.

Research into the literature presents the development of outsourcing procurement functions and this manuscript adds to the body of knowledge through introducing the outsourcing of engineering commodity procurement, illustrated with the case study example.

A US Aerospace Fortune 50 company has made savings by outsourcing the procurement of commodity engineering parts. This has occurred in two stages. Firstly the commodity procurement was locally outsourced and staff migrated to the service provider to whom commodity procurement was a core competence enabling them to offer cost savings. Secondly the back office and telephone service was moved to India, further reducing cost whilst enhancing the service through an increased headcount.

The paper provides the first example of the two stages of outsourcing engineering commodity procurement.

The purpose of this paper is to provide a critical analysis of studies on strategic consensus along manufacturing competitive priorities. Based on this analysis, a new methodology to measure strategic consensus on manufacturing competitive priorities that is more consistent with mainstream operations management theory is proposed. The paper also includes novel proposals for future research.

The new methodology and proposals for research are mainly based on a literature review of previous studies on strategic consensus regarding manufacturing competitive priorities and also on relevant research and works in the field of operations management.

Previous methodologies used to measure strategic consensus regarding manufacturing competitive priorities are mainly based on studies in the business strategy field. Thus, these methodologies are deemed as inadequate in the operations management field. It is also found that there are very few studies that have analysed this topic in the operations management field. Moreover, since the methodologies used in those studies are based on previous research in the field of business strategy, the results of the reviewed papers are considered as questionable.

For academics, the paper and its results imply a change in the methodologies and research used to study the issue of strategic consensus on manufacturing competitive priorities. The lack of research into this topic is also observed. More research and studies on this theme are needed. For practitioners, the methodology proposed in the paper could be utilised in order to assess the employees' knowledge of the relationships between manufacturing capabilities inside manufacturing firms.

To the best of the author's knowledge, this is the first review paper into this under‐researched theme in the operations management field. The paper also presents the first methodology that incorporates mainstream theory and research in the field of operations management into the measurement of strategic consensus on manufacturing competitive priorities.

In the UK, Japanese knotweed is an invasive, non‐native plant that has the potential to cause significant damage to buildings, foundations and development sites if left to establish. The plant's bamboo‐like stems can push their way through tarmac and expose weaknesses or cracks in concrete. The purpose of this paper is to investigate the current problems caused by Japanese knotweed within the UK and to ascertain the extent to which the knotweed legislation provides clear enough guidelines and measures, and, if not, how this could be addressed.

A literature review and interviews have investigated the current and future eradication and control techniques available for Japanese knotweed. The primary and secondary research conducted has incorporated the views and opinions of experienced Japanese knotweed experts. Case studies of sites infested with knotweed have also been carried out.

The study has identified and recommended that both public and professional awareness of Japanese knotweed still needs to be increased, throughout the UK. A detailed identification card has therefore been produced as part of this study, in order to show the different growth stages of the invasive plant, throughout the year. The study has demonstrated that an eradication technique must be carefully chosen and tailored to suit each infested site after a full site survey. The semi‐structured interviews have established that the current legislation, guidance notes and also the “Knotweed Code of Practice” produced by the Environmental Agency, provide adequate guidance on controlling Japanese knotweed. The research highlighted that knotweed spreading from neighbouring properties was a potential problem, but in practice, neighbours usually reach mutual agreement to avoid high legal costs.

Japanese knotweed is an increasing problem in the UK and this research will increase the awareness of those instructed to inspect property or development sites where infestation may have occurred. Professionals within the construction industry including surveyors, estate agents, developers and project managers will all find this paper of benefit.

Two studies of compulsory ballots in trades unions are discussed.