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Despite the challenges Latino males face throughout their educational experience, promising practices exist to enhance their academic success (Sáenz & Ponjuan, 2011). This chapter addresses factors that commonly hinder the educational opportunities of Latino males, and it pinpoints those supportive factors that help advance their educational progress. Recommendations are provided to assist in increasing the identification of gifted Latino males and their participation in gifted education. Educational practice and policy recommendations are also offered.

Public administration as an aspect of governmental activity has existed as long as political systems have been functioning and trying to achieve program objectives set by the political decision-makers. Public administration as a field of systematic study is much more recent. Advisers to rulers and commentators on the workings of government have recorded their observations from time to time in sources as varied as Kautilya's Arthasastra in ancient India, the Bible, Aristotle's Politics, and Machiavelli's The Prince, but it was not until the eighteenth century that cameralism, concerned with the systematic management of governmental affairs, became a specialty of German scholars in Western Europe. In the United States, such a development did not take place until the latter part of the nineteenth century, with the publication in 1887 of Woodrow Wilson's famous essay, “The Study of Administration,” generally considered the starting point. Since that time, public administration has become a well-recognized area of specialized interest, either as a subfield of political science or as an academic discipline in its own right.

Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their impact in shaping debates in the subject and demand for their services by corporate executives.

Design/methodology/approach – Using historical analysis, the chapter draws on institutional theory, including institutional isomorphism. It uses both primary and secondary data from the leading consulting firms to describe how consultants shifted from offering advice on organizational structure to corporate strategy and eventually to corporate legitimacy as a result of the changing economic and regulatory environment of the time.

Findings/originality/value – This study provides a historical context for the emergence of corporate and competitive strategy as an institutional practice in both the United States and around the world, and provides insights into how important this history can be in understanding the debates among consultants and academics during strategy's emergence as an academic subject and practical application.

It is now commonplace to depict the contemporary world as one of rapid, increasing, and frequently cataclysmic change. Such forces as disappearing colonialism, revolution in communications and technology, international technical assistance, and spreading ideology cancel out centuries of relative stability, replacing it with conditions of economic upheaval, social disorientation, and political instability. While the so-called developed nations prepare to harness at least a portion of space, most of the rest of the world –spurred along by the West and by the revolution of rising expectations – struggles to cross the threshold of social and economic modernity.

State-oriented models of collective action are too narrow to encompass expressive movements that challenge religious authority structures. These limitations are evident as I explore the tactics of the Plowshares movement. Inspired by the Catholic Left, Plowshares activists have distinguished themselves from other peace groups by their controversial methods of nonviolent sabotage. I argue that the tactical choices of this movement defy state-centered theories that assume political instrumentality, tactical neutrality, and rational calculation of costs and benefits. The Plowshares case reveals that expressive groups and religious movements may not select their methods solely on the basis of efficacy. Rather, tactical choice and innovation are influenced by the opponent’s source of power as well as activists’ beliefs, values, and moral commitments. I also call for greater attention to the effects of tactics on the movement itself, moving beyond an exclusive focus on outcomes. Particularly when controversial methods of action are employed, tactical consequences may include ideological refinement and unanticipated cultural developments that can pose further challenges.

Alpine destinations have a large number of decentralized actors who behave autonomously, but they jointly contribute to the tourism product of the destination. Guests expect quality standards comparable to those they experience in large businesses. Leadership is needed that goes beyond pure management tasks. The analysis of “Showcase Stubai” reveals how leadership for an alpine destination in Austria initiated a successful development of summer tourism by means of courageous goals, simple processes, and regionally adapted measures. The destination of Stubai is increasingly becoming a model for the hiking theme in the alpine region. Impressive numbers, data, and facts have confirmed the achievement of this development throughout the last five years.

Four years ago I co-edited a book with Geert De Neve and two of his colleagues at the University of Sussex – Jeff Pratt and Peter Luetchford. The chapters had originally been presented at the Hidden Hands in the Market workshop held at Sussex in April of 2007 and organized by Geert, Jeff, and Peter. After hearing about the workshop I wrote to Geert, hoping to scoop up a few bits of gold for REA, but as it turned out I had struck the mother lode. Our co-edited book was Volume 28 of REA – Hidden Hands in the Market: Ethnographies of Fair Trade, Ethical Consumption, and Corporate Social Responsibility (2008) – one of the installments that I remain proudest of, and the first REA volume under Emerald with which I was directly involved. The volume explores the relationship between producers and consumers, focusing on its moral and political content, in a very broad sense.

Purpose: The purpose of this study is to analyze the changes organizations can adopt to move beyond budgeting. We show how these changes can be understood as modes of adaptive performance management that explains the ways in which organizations move beyond budgeting to become more adaptive. The proposed modes are then used to derive propositions for future research.

Methodology/approach: We follow a conceptual approach through an analysis of the beyond budgeting principles using the management and systems literatures on radical decentralization. We theorize how organizations can enhance their adaptability to environmental uncertainty through changes to their management structure and control processes.

Findings: We show that organizations can move beyond budgeting by decentralizing within or beyond their management structure and modifying or removing their budget-based control processes. We propose that beyond budgeting can be conceptualized as four modes of adaptive performance management: better budgeting, advanced budgeting, restricted budgeting, and nonbudgeting.

Research limitations/implications: The four modes of adaptive performance management can be used in future research to consider how changes to management structures and budget-based control processes can enhance the organizational adaptability needed to manage environmental uncertainty.

Practical implications: We show that while the nonbudgeting mode may be most suited to organizations facing high levels of environmental uncertainty, organizations facing low–to-moderate levels of environmental uncertainty can achieve sufficient levels of adaptability with less extensive changes to management structure and budget-based control processes.

Originality/value: The four modes of adaptive performance management reflect different approaches for dealing with environmental uncertainty. Positioning nonbudgeting as one mode and identifying alternate modes of adaptive performance management provides a basis for comparing and understanding the changes organizations make to move beyond budgeting.

This chapter works to provide a space beyond the predictable discourses of early childhood education in order to interrogate the social practices of teachers and children. What is presented in this chapter is not a collection of dispassionately observed facts but one person's reconstruction of some important language ‘moments’, in the lived experience of a few Year One children. Through the use of pastiche and collage as the medium for ‘displaying’ the data, this work of interrogation involves pulling apart the tried and true, established mechanisms for reading the classroom. The result is a much untidier picture of the lived experience of Year One children than the traditional educational discourses have allowed.