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The University of South Carolina’s child development lab school faced extinction because of campus renewal projects and shifting priorities. Shrinking state budgets ended subsidies for small-scale programs at the same time the university was privatizing non-essential services. It became apparent that we needed to forge new partnerships and explore innovative funding strategies if the center was to continue providing quality childcare on our research university campus. Our five-year-long struggle has culminated with the creation of a unique public/private partnership linking the management expertise and investment capital of a for-profit childcare provider with the resources and professional knowledge at the state’s flagship university. After the framework for the public/private partnership had been created the state’s Department of Health and Human Services and Educational Television joined to create a center of excellence that will be a demonstration site for the entire early childhood community. We believe the partnership we have created is a sustainable solution to the campus childcare dilemma, one that will keep quality childcare and related research and teaching on our campus. The partnership we have created can serve as a sustainable model for other programs faced with shrinking budgets, eroding support, and threats to their existence.

Rough and tumble (R&T) play is a well-researched form of play fighting that contributes to children’s academic and social success. Some continue to believe it inevitably leads to bullying and aggression, but this chapter makes that case that R&T should be reconceptualized and supported by creating settings that welcome and encourage consenting players’ participation. R&T can be supported by creating an emotionally safe environment where children are empowered to choose whether or not to join in, by the provision of wide-open spaces, adequate time, and adults who will provide a physical and emotional safety net at arm’s length.

Volume 13 of the Advances in Early Education and Day Care series marks twenty years that the series has attempted to provide a forum for current scholarship that might further our thinking about early childhood education and care. This, my ninth volume as series editor, is intended to serve the continuing intent of the series to provide multi-disciplinary and interdisciplinary perspectives on a field that by its nature requires diverse perspectives. Early childhood practices have drawn on ideas from child development, curriculum studies, social work, nursing, sociology, anthropology, and other fields that inform us about children, their care, and the settings in which we implement our programs. Advances has always attempted to respect the necessary diversity of perspectives that can inform the field, and to support work that may not fit in a tidy disciplinary nook.

This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.