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The purpose of this paper is to examine the impact of sergeants’ less lethal force policy perceptions on subordinate officers’ policy perceptions. Sergeants are a critical level of supervision in police departments with respect to policy administration, particularly in regard to the use of force. Little empirical research, however, has been conducted on either officer policy perceptions or this aspect of the supervisory role.

Surveys of 765 patrol officers and 146 patrol sergeants served as the data source. Multilevel modeling procedures were used to test for supervisory influences on officer force policy perceptions while controlling for relevant officer-level variables. Additional analyses were conducted to examine potential moderating effects for this sergeant-officer attitudinal relationship.

Findings revealed that sergeant policy perceptions, views of top management, and their level of support had a significant impact on officers’ force policy perceptions. Furthermore, post hoc analyses revealed that sergeant support moderated the sergeant-officer force policy perception relationship.

The results indicate that officers’ force policy perceptions are associated with the attitudinal dispositions of sergeants. Future work could expand the focus on administrative attitudinal outcomes beyond less lethal force policies as well as other perceptions of the work environment.

For police leaders, the findings illustrate the need to pay attention to mid-management levels and the organizational climate, as negative orientations can impact additional domains (i.e. policies and procedures) and other organizational members (i.e. subordinates).

The study adds to the limited body of research on two accountability mechanisms of departments: administrative rulemaking and frontline supervision.

This chapter explores social enterprises as an alternative and addition to traditional entrepreneurial ecosystems (EEs). It reviews the substantial social enterprise literature in order to identify the myriad of competing tensions constraining development and success of social EEs in areas of significant poverty and economic deprivation. Following this, the findings of several contemporary and novel studies are discussed. These collectively evidence ways social enterprises are overcoming the seemingly immutable constraints they operate under. In particular, the Social Enterprise Places initiative has been highly effective in supporting the development of flourishing social EEs in many locations in the UK. However, the growth of social enterprises, both in number and economic importance, presents further challenges that social enterprise owners and managers will have to contend with. Consequently, these organisations and their allied ecosystems require continued structural, financial and skills support.

This chapter extends the work of Baltagi, Bresson, Chaturvedi, and Lacroix (2018) to the popular dynamic panel data model. The authors investigate the robustness of Bayesian panel data models to possible misspecification of the prior distribution. The proposed robust Bayesian approach departs from the standard Bayesian framework in two ways. First, the authors consider the ε-contamination class of prior distributions for the model parameters as well as for the individual effects. Second, both the base elicited priors and the ε-contamination priors use Zellner’s (1986) g-priors for the variance–covariance matrices. The authors propose a general “toolbox” for a wide range of specifications which includes the dynamic panel model with random effects, with cross-correlated effects à la Chamberlain, for the Hausman–Taylor world and for dynamic panel data models with homogeneous/heterogeneous slopes and cross-sectional dependence. Using a Monte Carlo simulation study, the authors compare the finite sample properties of the proposed estimator to those of standard classical estimators. The chapter contributes to the dynamic panel data literature by proposing a general robust Bayesian framework which encompasses the conventional frequentist specifications and their associated estimation methods as special cases.

This paper attempts to resolve the conflicting results on sticky cost behavior in prior literature. Large sample studies find that selling, general, and administrative costs (SG&A) and cost of goods sold (CGS) are sticky, that is, costs are less likely to decrease when activity decreases than to increase when activity increases. In contrast, studies limited to one industry find little or no sticky cost behavior.

We investigate whether SG&A and CGS sticky cost behavior differ across/ four major industry groups (manufacturing, merchandising, financial, and services) characterized by different production, operational, and economic environments. In addition, we study whether sticky cost behavior arises for all changes in activity level (as measured by revenue changes) or for only large changes in activity level. Finally, we investigate whether determinants of sticky cost behavior vary across industries.

Our results suggest that costs in the manufacturing industry are the “stickiest,” while costs in the merchandising industry are the “least sticky,” with financial and service industries exhibiting some level of sticky cost behavior. Further, we find that sticky cost behavior is industry-specific, both in the magnitude of activity changes that give rise to sticky cost behavior and in the determinants that drive the behavior.

Our investigation of 20 distinct sub-industries within the “stickiest” manufacturing industry finds that while some sub-industry groupings show significant sticky behavior, most do not. This result may explain why, contrary to large sample studies, single industry studies find little or no sticky behavior in costs.

Our research is the first to try and reconcile the conflicting results on sticky cost behavior. Understanding the pervasiveness of stickiness is necessary to move research forward in this domain.

The Benelux chapter has made a habit of organising meetings with a scientific and commercial accent more or less alternately. This approach has proven to be successful in the past three years. The 1986 Autumn meeting will be another display meeting. A number of papers will be presented by suppliers of materials and equipment for the hybrid and surface mounting industry. In a 300 m2 exhibition room about 25 companies will display their products. The programme of the day leaves ample opportunity for meeting colleagues and suppliers. The meeting will be held in the ‘Jaarbeurs Vergadercentrum’ in Utrecht on 16 October from 9.30–17.00. The annual ISHM‐Benelux general membership meeting will precede the lectures.

The purpose of this paper is to provide a snapshot of key findings from research published from the Assessing Police Use of Force Policy and Outcomes study, a project funded by the National Institute of Justice.

Key findings from a national survey of police agencies on use of force policy and from an in-depth look at police use of force outcomes across eight cities published over the last ten years are synthesized to provide a cumulative perspective regarding the outcomes of the project.

The majority of police departments had a written force policy and reporting requirements, however, there was no commonly accepted force policy. Patrol officers were conservative in their views of what is reasonable force, administrative policy does matter in influencing force usage, and the use of a TASER impacted the likelihood of injury for both officers and citizens. Additional findings were also reviewed in the areas of complaints, police culture, first-line supervision, college education, and promotional aspirations.

While federal funding for policing related research projects are commonplace, taking a look back ten years later and summarizing key findings is uncommon. Doing so provides concise feedback to practitioners in one readily digestible manuscript. Furthermore, the paper also demonstrates the additional value to the original investment made by the National Institute of Justice.

All items listed may be borrowed from the Aslib Library, except those marked, which may be consulted in the Library.

Japan’s civic environmentalism combines a tradition of local protest and activism with a national environmental movement that is limited in size and policy influence. A strong legislative and administrative response to the country’s severe pollution crisis of the 1960s and 1970s helped tamp down that era’s wave of protests and keep the Liberal Democratic Party (LDP) in power. While the state has generally supported local organizations engaged in environmental improvement activities, it has erected barriers that limit the scope of non-governmental organization (NGO) activities and inhibit the development of an influential national environmental movement. The 1990s reforms, inspired in part by the citizen response to the 1995 Great Hanshin Earthquake, made it easier for NGOs to attain legal status and raise funds. Yet Japan’s civic environmentalism – by most measures – still lags well behind that of peer industrialized countries. The 2011 tsunami and nuclear crisis brought another opportunity for major reforms to the nation’s civic environmental culture – but the evidence to date indicates that the much anticipated transformation is turning out to be of a lesser magnitude than many had initially expected.

Corporate social responsibility (CSR) programs can be risky for organizations on many fronts. They are not only resource intensive but they can be perceived by stakeholders as “greenwashing;” meaning the organization works to appear more ethical than they are in practice (Pompper, 2015). This chapter explores the complementary roles that human resources and public relations may play in creating a transparent and authentic CSR program that builds community relations and value for internal and external stakeholders in Sub-Saharan Africa. It proposes a CSR strategy based on the Open Social Innovation (OSI) model and Bottom of the Pyramid (BoP) framework; both constructs that call for developing stakeholder partnerships that build capacity and empower communities. This chapter offers a case study of the CSR initiative of health-care provider, Johnson & Johnson, to illustrate how OSI-based CSR (1) contributes significantly to economic and social development in Sub-Saharan African communities, (2) facilitates the creation of synergies between human resources and public relations, ensuring that CSR initiatives are driven by a partnership of internal and external stakeholders; and (3) enables authentic corporate citizenship communication without sacrificing shareholder value.