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Digital media platforms in Uganda experimented with subscription-based models as an alternative to the traditional advertising model and as a recovery plan from the effects of COVID-19. Drawing from the theory of the political economy of the media, this study focusses on the critical success factors for subscription-based models in digital media platforms, audience consumption habits vis-á-vis payment for content, the effect of paywalls on the company financials and finally, establish the barriers to subscription uptake in Uganda. Media started charging users subscription fees for content in the 1990s (Chyi, 2005). Technological advances changed audience consumption habits from consuming hardcopy newspapers to accessing content on the go through their smartphones, tablets, and computers (Berger, Matt, Steininger, & Hess, 2015). Whilst some consumers pay for content, several audience surveys in East Africa indicated a lack of consistency among the paying audiences (KARF, 2019). Most consumers never purchased subscription and were avert to paywalls. The study used a mixed-method approach to find that the increase in internet penetration in Uganda and smartphone usage were the most significant enablers of paid-content consumption in Uganda. The quality of content, poor packaging, and unfair prices by publishers were the biggest barriers to consumption of paid news content.

In Chapter 1, a broad overview of the scope of entrepreneurialism in policing and criminal contexts which are broadly positive in nature was developed. In Chapter 2, the scrutiny to cover socio-cultural and organisational barriers to the implementation of entrepreneurial policing are extended. These include police culture, organisational traits such as ‘Machismo’ and ‘Conformism’, the restrictive nature of the police rank structure, the military model of policing, bureaucracy, risk-aversion, anti-entrepreneurialism, anti-intellectualism, the ‘Maverick’ stereotype, and the ‘Questioning Constable’. Many of these elements are of a negative nature and inhibit the implementation of entrepreneurial policing and practices. Also the entrepreneurial organisation and issues such as privatisation, commercialisation, innovation, and technology which also inhibit entrepreneurialism in policing contexts, but which also offer significant opportunities, are considered.

Two key developments exert an important influence on the nature of human resource management (HRM) in South Africa (SA). The first is two seemingly conflicting imperatives, sometimes and arguably wrongly juxtaposed: that of developing a high-growth, globally competitive economy with fuller employment and the sociopolitical imperative of redressing past structural inequalities of access to skilled, professional, and managerial positions, as well as ownership opportunities. The first development is the related influences of globalization and multinational corporations (MNCs), information technology, and increased competition, which have become very prominent in postapartheid SA. South Africa has a dual labor market, with a well-developed formal sector employing some 8.5 million workers in standard or typical work and a growing informal labor market. In the case of the formal, knowledge-based economy, the World Wide Web, and increasing communication that the Internet has made possible, has influenced changes at the organizational level. A second development is that these changes and changing patterns of employment are having a dramatic impact on HR policies within organizations. In a knowledge-based economy, organizations rely on knowledge that is embedded deeply in the individual and in the collective subconscious. It is the property of an individual and cannot be taken away from that person (Harrison & Kessels, 2004). He or she would agree to put it in the service of the collective whole, which is known as organizational citizenship behavior (OCB). In technology-driven advanced firms in SA, there are several themes among the various models of citizenship behavior: helping behavior, sportsmanship, organizational loyalty, organizational compliance, initiative, civic virtue, and self-development (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Many of these themes overlap with the common competencies demanded by advanced MNCs. Thus OCBs rest upon a recognition of mutuality of interest and of responsibility between the organization and the individuals. Increasing globalization and worldwide competition and the knowledge-based economy have their greatest impact on business strategies, process, and practice involving, among others, management of human resources. In this chapter we examine factors influencing the management of human resources in SA and their impact on human resource practices in organizations.

There has been a paradigm shift within research exploring autistic experience in recent decades towards greater participation, agency and voice for autistic researchers and the autistic community more generally (Fletcher-Watson et al., 2019). This approach has shown a greater focus on research oriented towards the priorities or preferences of the autistic community (Fletcher-Watson & Happé, 2019; Pellicano et al., 2014), curtails concerns regarding epistemic injustice and has influenced understandings of autistic ontology and neurology. Co-produced research, characterised by the inclusion of diverse stakeholders, builds trust between participants. Nonetheless, co-production in research requires careful planning and support (Stark et al., 2021), sometimes proving ‘turbulent’ and ‘challenging’ (Worsley et al., 2021). This chapter explores the experiences and reflections of a team of autistic and non-autistic researchers conducting co-produced research amid the global COVID-19 pandemic. With research practices and systems altered due to increased remote work, online communication and limited in-person interaction, this topic is especially pertinent. With the increasing emphasis on involving members of the autistic community in research at all levels of development, the impact of the pandemic on how participatory research is carried out may be complex. This chapter has implications for planning and conducting co-produced research in our new reality, considering both the opportunities and obstacles it presents.