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The “Colleague Review of Teaching” programme (CRT) aimed to enhance reviewees’ confidence to teach. The paper aims to discuss this issue.

Case studies using mixed-method, interview and questionnaire, repeated measures intervention were employed whereby academics in an Australian university science faculty volunteered to participate in a multi-faceted teaching review programme. Underpinned by confidence and self-determination theory, the CRT included peer coach training, reviewee choice, and a strengths-based approach to peer reviewing and coaching colleagues.

The reviewees declared an enhanced confidence to teach, teaching skills and unit design knowledge in an environment that was supportive of psychological needs. The peer coaches reported the CRT to be a positive experience that should continue. The strengths-based approach to peer observation of teaching and peer coaching facilitated department collegiality and was positively received by all participants who completed the programme.

The indifferent response to the CRT protocol completion reconfirms that peer review is a complex science and needs careful negotiation.

Review, peer coach and mentor training, review practice, choice protocols and the multi-faceted approach (pre-observation meeting, observations, written report and post-observation meeting) were positively received.

This paper provides rich insight into the experiences of a teaching review process.

This paper examines the internationalization strategy of Gordon Ramsay Holdings Ltd (GRH) from its base in London. While a substantial body of research on the strategic prerequisites for successful internationalization already exists, little attention has been given within this literature to the international growth of small, informally organized and entrepreneurially‐driven firms. The discussion also identifies the challenges facing GRH as it strives to continue its international expansion.

The paper utilizes various published sources from the general press, business press and trade journals to examine the international expansion of GRH on the back of the personal brand the charismatic Gordon Ramsay has achieved in culinary and media circles. The growth of the GRH organization is interpreted through a theoretical framework of strategic capabilities and relationships.

The analysis illustrates how critical resources and capabilities, branded reputation, and strategic relationships established in GRH's home market have been leveraged effectively overseas. The most fundamental challenge facing GRH going forward is balancing the opportunities and pressures for growth against the need to maintain the highest levels of quality in existing establishments. This “balancing act” has to unfold within an empire in which the entrepreneur‐emperor (Ramsay) has less and less time to devote to any particular activity or establishment.

The case illustrates the importance of developing and leveraging strategic capabilities and relationships in support of successful international expansion. Some of the unique challenges associated with the internationalization of small, informally organized and entrepreneurially‐driven (and branded) firms are addressed in terms of both problems and solutions.

One of the common law duties owed by the employer is his duty to take reasonable care for the safety of his employee. This common law duty is an implied term in the contract of employment and is therefore contractual in nature. Because of the difficulties which may arise in bringing an action in contract for breach of the employer's duty of care, the employee who has sustained injuries during the course of his employment (although he may sue either in contract of tort will normally bring a tort action.