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This study advances our knowledge about the effectiveness of body-worn cameras (BWCs) through exploring the perceptions of English police officers in three principal areas: positive perceptions, negative perceptions and evidence-focussed perceptions. In doing so, the purpose of this paper is to shed new light on the democratising process in the habitus of policing.

This study presents a novel data set that evaluates the introduction of BWC to police officers in the East Midlands area of England. The authors conducted an extensive survey to explore the perceptions of 162 police officers about the BWCs. The authors examined the empirical data using Stata within the theoretical framework of Pierre Bourdieu concerning the concept of habitus.

The authors have found that most police officers perceive that BWCs have a positive impact on policing practices and evidence collection. The positive perceptions and evidence-focussed perceptions increase the importance of BWCs; however, there are also negative perceptions regarding effective policing, administrative functionality and establishing a better relationship with the community. The authors argued that all three areas: positive perceptions, negative perceptions and evidence-focussed perceptions play a stimulating role to democratise the habitus of policing. On the other hand, BWCs do not guarantee the consolidation of democratic principles in the habitus of policing because of the authority of police to decide when, where and how to use BWCs.

The research is limited to the perceptions of 162 police officers in East Midlands before they actually started using it. A future study to analyse their real-life experiences after using the BWCs may help us to compare their perceptions before using it with real-life experiences after BWCs are used. In addition, a comparative approach between countries in future research will help to explain the role of technological applications in different social geographies and legal systems.

This study offers new insights about the perceptions of police on BWCs before they started using them. The authors introduce the democratic habitus of policing as an innovative concept and explored power dynamics in the habitus of policing through BWCs. The findings provide a strong empirical contribution to determine the conditions of democratic habitus of policing. In doing so, this study develops our theoretical knowledge about the habitus concept in sociology by employing BWCs in policing activities.

The differences between managers and leaders are defined. The role of leader is to be creative, which means creating the rules that managers follow. These rules can be taught to the managers, but how are the leaders to learn? The Leadership Development Programme at Ashridge Management College emphasises feedback skills, techniques of creativity, and also the importance of language for transmitting ideas.

The purpose of this paper is to examine the impact that research governance processes in the National Health Service (NHS) are having on the conduct of research that involves a national survey and to point to ways that existing processes may develop to facilitate such research.

The paper describes the experiences of a research team of seeking approval in 357 NHS organisations to carry out a national postal survey to investigate specialist services and specialist staffing for older people in England in the wake of recent policy developments. Through reflection on this experience, the team propose approaches for the development of existing research governance processes. The national survey was the first stage of the study, which was followed by a detailed investigation of the development of specialist service provision for older people in six case study sites across England. The national survey aimed to map specialist service provision for older people by identifying the range of service models, agency and professional involvements, and nature of the case load in statutory services (health and social care), independent and voluntary sector organisations.

Of the 357 NHS organisations approached for approval to carry out the survey within the organisation, this was achieved only in 247 organisations over 12 months. Many organisations were facilitative of the process; however, protracted and extensive approval processes in others led to long delays and redesigning of the research that was commissioned by the Department of Health.

The paper is of value in that it highlights processes and practices that hinder research and builds on those that work well.

I would like, in closing, to suggest a few points for your consideration with a view to provoking an interesting discussion, and make the following suggestions:—

Aims to explore the possibility of developing a neoclassical theory of institutional failure, based on “transaction costs”. Critically assesses the role of institutions in General Equilibrium theory and concludes that, with the exception of the market (price mechanism), this is institution‐free. This is unsatisfactory, given the importance of the firm and the state, in particular, which have received wide attention recently in the theory of transaction costs. It is claimed that General Equilibrium theory can be given microfoundations based on transaction costs. This provides the possibility of a neo‐classical theory of institutional failure. It also has important implications on the nature and scope of economic theory in general and the plan versus markets debate in particular.

Challenges the assumption that performance‐related pay for academic staff in higher education will play an important part in the creation of better quality public services. Argues that PRP will lead to the non‐pay benefits of appraisal being dissipated; the undermining of academic staff′s professionalism; collegiality being threatened; the hindrance of innovation and change; and the alienation of women and staff from ethnic minorities. Using the simple definition of quality that emphasizes that service providers get “close to the customer”, the combined effect of these dysfunctional outcomes of PRP is that, far from improving quality, PRP is likely to harm it.

In the summer of 1998 the National Health Service (NHS) Confederation in the UK used the opportunity provided by the celebrations marking the 50th anniversary of the NHS to engage in an exercise designed to stimulate thinking about the future of health services in Britain. A key part of this involved the creation of two possible future environments of the NHS. These became known as “the Madingley Scenarios”. In this article, the context of this work is briefly outlined before describing the main drivers that are shaping this environment (technology and information, new power structures, the changing relat ion ship with the living environment, and the effect of social and cultural change). The scenarios themselves are then outlined followed by some reflections on the value of this work in healthcare and beyond.

The last five years have seen an enormous resurgence of academic and managerial interest in the concept of organisational culture — the taken‐for‐granted assumptions, beliefs, meanings and values enacted and shared by organisational members. While for some academics, interest has centred on the epistemological questions raised in the very conceptualisation of organisational culture, for many managers the interest has been more down to earth. A group or organisation's culture is interesting because it is felt to “make a difference” — in other words, that culture can influence behaviour and, consequently, a company's performance, that a “strong” culture is both symptomatic and generative of “excellence”. Hence several practical questions have been posed. Can the organisational cultures generated in the large companies of economically successful nation states (e.g. Japan and West Germany) be transferred to companies in less economically successful countries? Can organisational culture be managed “in search of excellence”? If it can be managed — and there is much academic controversy on this point — how is this to be done?