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This chapter sought to answer the following questions: (a) what does special education means for students with intellectual disability?, (b) what is being done, and (c) how do we maintain tradition? The answers, while complicated, suggest special education for students with intellectual disability historically and currently involves attention to what, how, and where, with the how being the key elements of special education for students with intellectual disability. This chapter discussed the what, how, and where for students with intellectual disability in a historical and current framework while also providing evidence-based practices for students with intellectual disability to implement to maintain the tradition of high-quality services.

Stations have two main functions. The primary function of a station is to connect different modes quickly and easily with each other, this is when passengers are moving from one place to another. The secondary function is to make sure that passengers can spend their (waiting) time at a station in a pleasant way when they are staying at the station. Interchanges have to be designed to make moving as efficient as possible and staying as pleasant as possible. This means that users want a station where they can move safe, fast and easily and spend their time in a comfortable and pleasant way. The station experience can be enhanced with optimal (intuitive) wayfinding and environmental stimuli (e.g. music, light, colours, infotainment and advertisements) that can turn a transport interchange into an efficient node and a positive unique place. In this chapter, we explain how the quality of stations can be improved.

Implicit motives are capacities to experience specific types of incentives as rewarding and specific types of disincentives as aversive (Atkinson, 1957; Schultheiss, 2008). Because implicit motives determine which stimuli are affectively “hot”, they also orient the person's behavior toward those stimuli, energize behavior aimed at attaining (or avoiding) them, and select stimuli that predict their proximity and behaviors that are instrumental for attaining (or avoiding) them (McClelland, 1987).

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

Political science is often derided for being a “soft” science, one unable to generate hard predictions about political behavior, or without the ability to test its hypotheses, unlike physics, biology, or, among the social sciences, economics. Standards of hypothesis testing, data collection, and testing were unfairly seen to be lacking in comparison with the hard sciences. Accordingly, political scientists often had to struggle to have the knowledge produced about political behavior taken seriously. It would not be too remiss to identify an inferiority complex among political scientists, when they discussed the pantheon of scientific disciplines and their low position in it.

Several comprehensive reviews are united in drawing the conclusion that the cumulative research evidence on work team diversity is equivocal. Rather than review the extant state of diversity research, in this paper we redirect attention to the context of workplace diversity as a possible explanation for these mixed findings. We discuss how diversity context may be conceptualized, specify various aspects of this context at multiple levels of analysis, and consider how contextual variables can shape the outcomes of work team diversity. We present findings from a literature review (1999–2006) to identify key trends and patterns of results reported in recent research as well as contextual factors that have received attention to date. This paper also considers how the non-significant, positive, negative, and curvilinear effects of diversity reported in studies can be explained by the contextual factors outlined. Implications for future research are also discussed.

Analysis of organizational decline has become central to the study of economy and society. Further advances in this area may fail however, because two major literatures on the topic remain disintegrated and because both lack a sophisticated account of how social structure and interdependencies among organizations affect decline. This paper develops a perspective which tries to overcome these problems. The perspective explains decline through an understanding of how social ties and resource dependencies among firms affect market structure and the resulting behavior of firms within it. Evidence is furnished that supports the assumptions of the perspective and provides a basis for specifying propositions about the effect of network structure on organizational survival. I conclude by discussing the perspective’s implications for organizational theory and economic sociology.