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This study aims to conduct a geographical analysis of the distribution and type of activities developed by social enterprises in rural and urban areas of Ireland.

The study analyses data of more than 4,000 social enterprises against a six-tier rural/urban typology, using descriptive statistics and non-parametric tests to test six hypotheses.

The study shows a geographical rural–urban pattern in the distribution of social enterprises in Ireland, with a positive association between the remoteness of an area and the ratio of social enterprises, and a lack of capital-city effect related to the density of social enterprises. The analysis also shows a statistically significant geographical rural–urban pattern for the types of activities developed by social enterprises. The authors observe a positive association between the remoteness of the areas and the presence of social enterprises operating in the community and local development sector whereas the association is not significant for social enterprises developing welfare services.

The paper shows the potential of using recently developed rural–urban typologies and tools such as geographical information systems for conducting geographical research on social enterprises. The findings also have implications for informing spatially sensitive policymaking on social enterprises.

The merging of a large national data set of social enterprises with geographical tools and data at subregional level contributes to the methodological advancement of the field of social enterprises, providing tools and frameworks for a nuanced and spatially sensitive analysis of these organisations.

The study examined rural police culture in one Kansas police agency.

This study used a qualitative ethnographic approach using in-depth interviews and non-participant observations to construct and interpret the culture of rural police through the lens of officers working in one rural police agency.

Five themes were found that described the complexities rural police officers face at this research site, including the law being at the center of officers’ actions, the nature of crime, officers serving as jack of all trades, community relationships and enforcement of crimes by teenagers, and how outside pressures from the community and increased concern for citizens' safety affect officers' daily lived experiences.

There is a dearth of scholarly literature addressing rural and small-town policing. This study is the first known qualitative study to be conducted on rural Kansas police, allowing a snapshot of the workings of rural Kansas police.

This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes and leadership’s knowledge of employees’ preferences, and presents a model that depicts the linkages.

To investigate why the provision of some rewards fails to induce knowledge sharing behavior among employees, this study uses the preferred reporting items for systematic reviews and meta-analyses framework to identify and analyze 56 articles published from 2000 to 2021.

Knowledge sharing is positively linked to organizational performance. Further, employees’ negative attitudes toward a reward system negatively relate to knowledge sharing behavior. Furthermore, management’s lack of knowledge of employees’ preferences regarding rewards leads to the provision of incorrect rewards that do not enhance knowledge sharing behavior. Finally, a conceptual model depicting the linkages among the variables under consideration has been presented.

Through the present study, employees’ attitudes toward rewards and leadership’s knowledge of employees’ preferences have been presented as critical factors that can lead to the failure of some rewards to induce knowledge sharing behavior. Further, the conceptual framework that can guide managers and leaders in strategizing on how best to develop and implement correct reward systems has been presented.

The present study is a significant contribution to the literature by focusing on the negative side of rewards toward knowledge sharing behavior with a focus on employees’ attitudes and leadership’s awareness of employees’ preferences regarding rewards.