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This paper seeks to pinpoint the importance of critical research that gets to problematise social entrepreneurship's self‐evidences, myths, and political truth‐effects, thus creating space for novel and more radical enactments.

A typology mapping four types of critical research gets developed. Each critique's merits and limitations are illustrated through existing research. Also, the contours of a fifth form of critique get delineated which aims at radicalising social entrepreneurship through interventionist research.

The typology presented entails myth‐busting (problematisation through empirical facts), critique of power‐effects (problematisation through denormalising discourses, ideologies, symbols), normative critique (problematisation through moral reflection), and critique of transgression (problematisation through practitioners' counter‐conducts).

The paper makes it clear that the critique of social entrepreneurship must not be judged according to what it says but to whether it creates the conditions for novel articulations and enactments of social entrepreneurship.

It is argued that practitioners' perspectives and viewpoints are indispensible for challenging and extending scientific doxa. It is further suggested that prospective critical research must render practitioners' perspective an even stronger focus.

The contribution is the first of its kind which maps critical activities in the field of social entrepreneurship, and which indicates how the more radical possibilities of social entrepreneurship can be fostered through interventionist research.

The purpose of this paper is to review the development and impact of the Social Enterprise Journal (SEJ) from its inception in 2005 until present day.

The paper analyses the thematic content of SEJ and its impact data from 2005 until 2017.

SEJ has broken new ground in the study of social enterprise (SE). It was the first journal back in 2005 to commence the exploration of this field and since has been the first to publish works on defining SE, their performance management, critical perspectives plus international differences. The paper shows that in the early years, SEJ was dominated by conceptual work aiming to understand SE plus their governance and performance management, which was mainly based on UK descriptive case studies and uncritical. By 2010, SEJ became established internationally with various issues being 100 per cent dominated by international aspects of SE. Recent more critical work has also enabled a process of “myth busting” in the SE field. This paper also shows the growth of SEJ in downloads and citations.

The paper demonstrates the important role SEJ has played in both improving practice and informing policy.

The paper is the first to review the development and impact of SEJ.

This article examines Current CITE-ings from the Popular and Trade Computing Press, Telework and Telecommuting

The methodology adopted is a literature review.

Readily available technologies now allow librarians to perform most of their work-offsite. Some traditional building-based services such as reference, have been taken over by virtual reference and now even instruction offers options on par with or even better than classroombased questions such as a webinar that can be viewed and reviewed at any time or by having librarians embedded into various courseware packages.

Librarians no longer need be limited to a single library; groups of subject librarians can work together in the cloud to provide services to multiple universities.

This article collates some articles from the non-library literature that mayprovide some ideas and review advantages and disadvantages for both the library and employee

The purpose of this paper is to review opportunities for future research about auditing in the public sector.

The paper presents the viewpoints of two researchers, supported by research that is cited in the paper.

Public sector auditing research has grown considerably. The authors expect further growth. The authors debunk some myths about public sector auditing. The authors suggest areas where there are opportunities for research. In particular, researchers can examine a broader range of jurisdictions, investigate differences among countries and develop suggestions about what works best.

The paper presents the views of the authors.

There are opportunities for further research across different jurisdictions.

The paper makes a contribution by outlining research opportunities.

Discusses a recent UK survey of 250 companies on pay, appraisal and career development. Findings indicate that competence‐based pay beats performance‐related pay, consultant input is valued in career development, and customer appraisal is highly effective. Finds also that middle managers are less resistant to change than was expected.

The Shift Speakers Bureau is a volunteer databank of around 40 people with mental health conditions or carers who can provide interviews and talk to the media about issues related to living with mental distress. The Bureau aims to increase understanding around mental health and to reduce stigma and discrimination. Training is provided to all speakers as well as preparation for the fact that the media may not take a positive slant. Speakers have built up their own links with local media and, for some, the Bureau has become an important part of their well‐being strategy.

The purpose of this paper is to provide a perspective on peer work and insights from Flourish Australia’s journey in growing a thriving peer workforce. Flourish Australia is a large not-for-profit organisation that has been supporting people with their recovery journeys for over 60 years. The organisation provides, predominantly, non-clinical community-based support to enable people who live with a mental health issue and/or psychosocial disabilities to lead contributing lives in their community.

Flourish Australia developed and implemented a number of strategic directives in order to support the growth of a peer workforce. Central to these directives were policy positions that encouraged a shared understanding of the value and contribution that people with a lived experience of a mental health issue add to an organisation. From this policy foundation, the Why Not a Peer Worker? strategy and Transformation Peer Worker strategy were implemented and embraced by hiring managers across the organisation.

The “Why Not a Peer Worker?” campaign, coupled with the Transformation Peer Worker strategy, resulted in an increase in Flourish Australia’s peer workforce of almost 600 per cent over an 18-month period to now number 145 positions.

This paper provides organisations who are seeking to develop or grow their peer workforce with practical ideas that have been successfully implemented by Flourish Australia that can be discussed and debated when developing a peer workforce.

This paper provides unique insights into Flourish Australia’s peer workforce journey.