Search results

Purpose: In this chapter, we examine the National Health Service (NHS) and Adult Social Care (ASC) in England, focussing on policies that have been introduced since 2000 and considering the challenges that providers face in their quest to provide a high standard and affordable health service in the near future.

Methodology/Approach: We discuss recent policy developments and published analysis covering innovations within major aspects of health care (primary, secondary and tertiary) and ASC, before considering future challenges faced by providers in England, highlighted by a 2017 UK Parliament Select Committee.

Findings: The NHS and ASC system have experienced tightening budgets and serious financial pressure, with historically low real-terms growth in health funding from central government and local authorities. Policymakers have tried to overcome these challenges with several policy innovations, but many still remain. With large-scale investment and reform, there is potential for the health and social care system to evolve into a modern service capable of dealing with the needs of an ageing population. However, if these challenges are not met, then it is set to continue struggling with a lack of appropriate facilities, an overstretched staff and a system not entirely appropriate for its patients.

The spotlight of this chapter is to understand the connection between public policy and corporate social responsibility (CSR); in other words – the institutionalization of CSR. What is the role of the government for setting standards and mandating for ensuring responsibility? The emerging accepted wisdom in policy and academic circles is that many sustainability solutions are likely to result from institutional (i.e., governance) reform. A perceptive on CSR evolving as an institution of broader societal governance appears as a promising opportunity to delve into at a point in time when conventional rules, actors, and markets that steered the global economy demonstrate to be undergoing credibility crisis. CSR therefore must be considered within the wider field of institutions for governing the corporation and the economy. This chapter is exploratory as it dwells into theoretical underpinning of emerging mandatory CSR as well as provides empirical mapping of corporate responses to the new enacted legislation. The CSR analysis presented is based on a content analysis of the information contained in the annual reports of some prominent companies, government documents, audits reports, companies websites, and newspaper reports, which will provide us evidences of responses of corporates toward the CSR provisions.

Dwayne ‘The Rock’ Johnson is one of the most bankable stars in Hollywood, in addition to his broad popular appeal. Since his transition from a successful pro-wrestling career to a full-time actor, his onscreen persona has transitioned from one dimensional action hero to more balanced star ‘type’ (Dyer, 1991), alternating action films with more family-friendly fare. Johnson's starring role in the Fast and the Furious franchise has been central to the growth of his career, yet as I will argue, this success is fuelled by his apparent rivalry with other action stars onscreen (Jason Statham) and offscreen (Vin Diesel). As I will show, these rivalries are rooted in the star ‘types’ formulated by Richard Dyer (1991), and this tension is central to the ongoing fan interest in the series.

Johnson's expanding profile has also led to the establishment of his own production company, Seven Bucks, and transition into television series Ballers (2015–2019) and Young Rock (2021–), both of which allowed him to explore autobiographical elements of his early life. As I will demonstrate via a case study of Hobbs and Shaw (2019), Johnson's success as a transnational action star and creative control allowed by Seven Bucks has allowed more explicit on-screen engagement with his Sāmoan heritage. The production history of Hobbs and Shaw illustrates both the successful co-existence of rivalry between action stars as a successful marketing strategy for action franchises, and the evolving action genre which allows a more personal exploration of race and masculine identity.

This chapter introduces the two main topics of ‘entrepreneurial policing’ and ‘criminal entrepreneurship’ and begins in Section 1.1 by considering the concept and scope of entrepreneurial policing around which this monograph is organised. Its definition and ontological development are considered. Thereafter, the author briefly discuss what entrepreneurship is (and is not) and set out examples of entrepreneurship of interest to policing, including – ‘Corporate’ and ‘Team’ Entrepreneurship, ‘Intrapreneurship’, ‘Social Entrepreneurship and Animateurship’, ‘Civic Entrepreneurship’, and ‘Public Service Entrepreneurship’. The author then discusses why entrepreneurship is of critical importance to the police service and discuss worked examples. Having developed a basic understanding of the power and utility of entrepreneurship, then in more detail what the term entrepreneurial policing means and how it evolved in practice and in the academic literature are considered. In Section 1.2, the foundations of entrepreneurial policing considering its ontological and epistemological development from ‘New Public Management’ to ‘New Entrepreneurialism’ and also the influence of the merging literatures of ‘Criminal Entrepreneurship’ and ‘Entrepreneurial Leadership’ are critically examined. In Section 1.3, our consideration to include a more nuanced understanding of the what is referred to as the ‘Entrepreneurship–Policing Nexus’ including consideration of the influence of dyslexia on policing and crime and the power of the ‘Entrepreneurial’ and ‘Gangster’ dreams on entrepreneurial motivation and propensity are expanded. In Section 1.4, an attempt is made to identify who the stakeholders of this new policing philosophy are? Finally, in Section 1.5, the chapter takeaway points which both articulates and confirms the inherent importance of entrepreneurship in policing and criminal contexts are discussed and detailed.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Deriving pleasure and meaning from one’s job is especially potent in the cultural industries, where workers routinely sacrifice monetary rewards, stability, and tidier careers for the nonmonetary benefits of self-expression, autonomy, and contribution to the greater good. Cultural labor markets are consequently characterized by the continual churning of its workforce; the lure of “cool” employment attracts an oversupply of aspirants while precariousness and routinized work lead to short careers. This article draws on qualitative data to further conceptualize the appeal and limits of nonmonetary rewards over time. Why do workers stay in precarious “cool” jobs? More specifically, how do workers stay committed to their jobs and perform the requisite deep acting for their roles? Through qualitative research on two sets of workers – music industry personnel and craft cocktail bartenders – this article examines patterns in these workers’ “experiential careers.” We identify three strategies cultural workers use to re-enchant their work lives: (1) deep engagement, (2) boundary work, and (3) changing jobs. In doing so, we show how the experiential careers of cultural workers resemble more of a cycle of enchantment than a linear path to exiting the field.

Discusses how changes in institutional objectives for international food assistance have influenced the organization of supply chains for innovative therapeutic foods designed to address problems of malnutrition and undernutrition.

Draws upon insights from donor and international organization reports, policy documents, and academic publications to reveal the structure, goals, and objectives of international organizations involved in food assistance strategies. Explores how innovations in Ready-to-Use Therapeutic Foods and Ready-to-Use Supplementary Foods fit into food assistance strategies and broader humanitarian goals.

Informed by the United Nations Millennium Development Goals, international food assistance strategies have broadened beyond acute malnutrition to include chronic undernutrition. Food assistance strategies have shifted toward a focus on local and regional procurement (LRP) over transoceanic aid, with Public Private Partnerships (P3s) playing a facilitating role.

This chapter raises important considerations to factor into the design and execution of international food assistance strategies using LRP/P3 modes of organization. It contributes to an understanding of the challenges of organizing international food assistance strategies that include socioeconomic goals of sustainability and nutrition objectives.