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Entrepreneurship; Social entrepreneurship.

Graduate level.

This paper, The Brownies & Downies case study, aims to examine a social enterprise that provides employment, training and job placements for people with intellectual disability within a trendy artisanal coffee shop in Cape Town, South Africa. The business is based on a similar establishment (same name) in The Netherlands and was brought to Cape Town by Wendy Vermeulen, a Dutch national who completed a social development internship in Cape Town. The case is located within the field of social enterprise with a particular focus on the tension between purpose and profit and the pressure and challenges of replication, growth and scale/expansion. The protagonist in the case is Wade Schultz, Wendy’s business partner, who is grappling with how to not only remain true to the social purpose of the business but also turn a profit in the pressured and competitive coffee industry. He is further challenged by deciding whether to expand the existing training business into other sectors or seek a replication model in other South African cities as a means of growing revenue and increasing the social impact.

The key learning from this case study are as follows: First, intellectual disability is a hidden form of disability, often misunderstood and subject to prejudice and discriminatory hiring practices. Intellectual disability exists on a scale – some individuals are able to work outside of pretexted or sheltered workspaces. Greater effort is required within open workplaces to sensitive staff to working with/alongside intellectually disabled people. This case illustrates a social enterprise model that seeks to bridge the gap between sheltered workspaces and open workspaces. Second, most social enterprises grapple with the tension between profit and purpose; this case presents a company that is living this dilemma. The importance of remaining true to purpose needs to be balanced carefully against becoming economically self-sufficient; however, the pursuit of profits should not happen at the cost of social mission. Alternate business models are a mechanism to building revenue to support the social objective.

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CSS: 3: Entrepreneurship.

The Supreme Court's recent cross burning case – Virginia v. Black (2003) – saw dueling historical narratives. Justice O’Connor, writing for the majority, painted a history in which the Klan often burned crosses to intimidate, but also did so for other, “expressive” reasons. Justice Thomas, in dissent, related a history in which the burning cross never speaks. Interestingly, O’Connor and Thomas used many of the same historical sources. How did they reach such different results? While both O’Connor and Thomas interpreted (and stretched) the historical sources in different directions, their dispute ultimately turned on their diverging doctrinal views.

The vigilante subgenre represents one of the more problematic trends in American action cinema, as it inherently boasts reactionary sentiments through the promotion of violence as an adequate means of asserting one's masculinity. As will be argued in this chapter, American vigilante films can be categorised into three distinct historical waves: the 1970s, the 2000s and the 2010s. The products of each wave present themes of masculinity relevant to their respective cultural period, specifically, anti-counterculture sentiments, post-9/11 anxieties and a growing cultural awareness of toxic masculinity. The third wave of vigilante films is particularly noteworthy in that it correlates with the prospective emergence of metamodernism, a cultural movement that, in contrast to postmodernism's use of apathy as response to trauma, opts for a cautiously optimistic return to metanarratives. Consequently, third wave vigilante films provide more deconstructive portrayals of vigilante figures through metamodernism's oscillation between irony and optimism. This chapter will outline the history of these three waves of vigilante cinema and provide textual analysis of Blue Ruin (2013) and You Were Never Really Here (2017), two third wave films that demonstrate self-reflexive portrayals of vigilante violence in correlation with metamodern masculinity. The results of these analyses indicate that vigilante films, and perhaps American action cinema in its entirety, are moving towards narratives that seek to challenge the more reactionary sentiments of films from years prior.

An increased understanding of the capabilities needed for HR Analytics and how to build synergies from these capabilities is of practical and academic importance. Using the lens of Systems Theory, an explorative case study is performed in a multinational food distribution company that is building its HR Analytics Capabilities. In this study, the synergistic enablers and mechanisms have been examined in practice for the domain of HR Analytics and the BA Capabilities involved (clustered into Technology, Governance, Analytic Practices and Processes, People and Culture). Examples of (in)compatibilities, integration efforts, mechanisms and synergistic outcomes are given from the case organization. This study provides insights on how in practice the interaction between BA Capabilities can lead to synergistic relationships and synergistic outcomes and through what mechanisms and enablers this is being facilitated. The study contributes to HR Analytics and IS literature in terms of the use of synergistic enablers and mechanisms in practice.

The purpose of this paper is to determine the preliminary clinical utility of a telephone-support format of the “Signposts” (Hudson et al., 2003) behavioural intervention programme to be used with a paediatric traumatic brain injury (TBI) population.

Nine families caring for a child with moderate or severe TBI, participated in a pilot study of a TBI adapted “Signposts for Building Better Behaviour” manualised programme. The programme is designed to help parents learn positive parenting skills and strategies that empower them to successfully manage their child's challenging behaviour post-TBI. The programme consists of seven core sessions and two supplemental sessions. Parents work through the sessions with an accompaniment of guiding information booklets, a DVD with scenes modelling positive parenting strategies, and a workbook containing written exercises. At the completion of each session parents receive a telephone-support call from a trained Signposts practitioner who provides assistance and feedback on programme content.

On average parents completed eight sessions (range seven to nine) and every family completed the seven core sessions. Participation in the telephone-support calls was high with 96 per cent of calls having been successfully received by families. All parents agreed that the telephone calls were a useful part of the programme and felt that the materials were helpful for managing challenging behaviour. Paired-samples t-tests showed significant reductions for challenging behaviour from pre- to post-intervention. Parenting practices also significantly improved over the course of the intervention. In general, parents rated a high level of consumer satisfaction with the Signposts programme and its content.

Overall, these preliminary findings support the potential clinical utility of a telephone-support version of the Signposts programme to improve parenting skills and to reduce challenging child behaviour following TBI. This study has provided the impetus for a larger clinical research trial to be conducted.

The purpose of this paper is to define the skills, systems, and technologies developed post‐business process reengineering (BPR), which the authors refer to as BPR Complementary Competences (BPRCC), and develop and validate a model to evaluate the BPRCC of public sector organizations in developing economies.

The paper, drawing from the complementary competence perspective of the resource‐based view, defines the BPRCC as a higher order construct composed of the BPR complementary transformational competences (BPRCTC) and managerial competences (BPRCMC). Based on Lewis et al.'s methodology of instrument development, an instrument is developed using survey data of 209 public sector organizations.

The finding produces a 13 item measurement model. Further, it shows that the BPRCTC is composed of three competencies, namely, BPR‐IS alignment, continuous process improvement and integration and information system delivery competences.

Researchers can use the model and instrument as part of a nomological‐net of factors to explain the impact of BPR on public sector organizational performance. BPR practitioners can also use the instrument to identify and nurture those competences that are critical to enhance BPR's value.

The development of the BPRCC model and its accompanying measurement instrument for the public sector context of a developing economy represents an original contribution.

In this paper, the authors seek to draw upon resource‐based theory to explore the role of existing, complementary organisational resources, in leveraging sustainable improvements in competitive positioning, resulting from information systems initiatives.

A research model has been derived from the literature, which is then used to guide the conduct of a major, integrated quantitative and qualitative survey of managers.

In this paper, it is shown that improvements in competitive positioning are likely to be more significant and sustainable when a new IS initiative makes an indirect contribution, through the leveraging of complementary organisational resources, rather than stemming directly from the functionality of the IT asset.

The main limitations of this study relate to its use of a “convenience” sample and a “single‐informant”. However, both these comprises were viewed as being worthwhile, as it gave the authors the opportunity to conduct a study that was both broad and deep, in terms of the data collected.

The authors draw out the implications of their empirical study for the management of IT projects, to improve their ability to deliver sustainable improvements in competitive positioning.

This research makes a significant departure from the aggregated, enterprise‐level orientation of prior studies, by focusing upon the process‐level impacts of individual IS initiatives.