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This work explores the effectiveness of an innovative inclusion model that is based on the development and operationalization of the inclusion coach (IC) role in one school district (in Ontario, generally referred to as a ‘board’). This model has implications for school systems that desire a change in practice but may perceive challenges to this change in their local capacity. In this model, internal school district funding and existing structures were reallocated to convert teaching positions into IC positions. This staffing change was designed to support the desegregation of stand-alone special education classes at the elementary and secondary levels within that school district. While significantly decreasing the number of segregated settings, the intervention was not without its challenges. Challenges and successes will be examined through the perspectives of school principals, ICs and classroom teachers. This school district created an effective and sustainable model to promote inclusion, through internal staffing adjustments, and role redefinition. Utilizing a shared focus and support for staff, this school district was successfully able to transition beliefs and practices from segregated special education to full inclusion for students with special education needs.

Examines the determinants of International Joint Venture marketing performance in Thailand. Uses the results from a survey of 1047 Thai‐foreign IJVs in Thailand from firms that were mainly engaged in agriculture, metal working, electrical and chemical industries. Applies exploratory factor analysis and discriminant analysis to identify these critical determinants as market characteristics, conflict, commitment, marketing orientation and organisational control.

This article presents a method for systematically catering for human needs when introducing computer systems. It covers the diagnosis of these needs through an examination of the “fit” between what the firm requires of its employees and what employees are seeking from the firm. Data derived from this diagnosis is used to construct organisational profiles as an aide to planning strategy, and as a basis for socio‐technical systems design which has the objective of meeting technical and human needs at one and the same time. A method for monitoring the implementation of computer systems has been developed. This checks that the system does not deviate from its social objectives and provides a feedback system for correction. Lastly an evaluation of the success of the new system in human terms is made by examining the post‐change “fit” between organisational and individual needs.

Forests too thick with fuels that are too continuously spread to resist fire are common throughout the west. After a century or more of actively working to suppress fire across the landscape, we now recognize that fire is a part of our forests, shrublands, and range, and that it will come whether we wish it or not. At last, managers must realize forests cannot be fire-proofed (DellaSala, Williams, Williams, & Franklin, 2004). We must work with fire rather than against it.

This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

This paper shares findings from a multi-year literacy professional development partnership between a school district and university (2014–2019). We share this case of a Literacy Cohort initiative as an example of cross-institutional professional development situated within several of NAPDS’ nine essentials, including professional learning and leading, boundary-spanning roles and reflection and innovation (NAPDS, 2021).

We asked, “In what ways did the Cohort initiative create conditions for community and collaboration in the service of meaningful literacy reforms?” Drawing on social design methodology (Gutiérrez & Vossoughi, 2010), we sought to generate and examine the educational change associated with this multi-year initiative. Our data set included programmatic data, interviews (N = 30) and artifacts of literacy teaching, learning and leading.

Our findings reflect the emphasis areas that are important to educators in the partnership: diversity by design, building relationships through collaboration and rooting literacy reforms in teacher leadership. Our discussion explores threads of reciprocity, simultaneous renewal and boundary-spanning leadership and their role in sustaining partnerships over time.

This paper contributes to our understanding of building and sustaining a cohort model of multi-year professional development through the voices, perspectives and experiences of teachers, faculty and district administrators.

The concept of working in groups has typically been applied to different industries and different levels within firms in distinct ways, and for distinct reasons. Table I shows the major types of group working which have been employed most commonly with particular technologies and organisational levels.

In October 2016, Timothy Sloan, the newly appointed CEO of American banking giant Wells Fargo, faced a massive public-relations crisis. A few weeks earlier, a United States government agency had announced the results of its regulatory review of the bank and exposed a shocking practice common in the retail division, in which aggressive community bankers had created more than a million fraudulent accounts and credit card applications on behalf of unaware customers for the past several years. Over the next few weeks, the bank—and Sloan's predecessor, John Stumpf, in particular—suffered from harsh criticism from politicians, journalists, and former employees alike, ultimately forcing Stumpf's resignation. As Sloan sought to minimize the public-image backlash and restore general trust in Wells Fargo, he struggled to construct the best communication strategy for the bank's next chapter.

This chapter explores the question of harm to others, either inflicting it or alleviating it, and whether it is the overriding determinant of ethical conduct. The purpose behind this exploration lies in the benefits that a dominant measure, or perhaps even a single measure, could bring to ethical behaviour in our companies and government agencies. A single measure bypasses the multiplicity of competing and conflicting ethical theories on what constitutes ethical or unethical behaviour.

The chapter points out the problems arising from the conflicting moral theories, and the benefits that would arise for ordinary people if we could simplify the process. It then documents those moral philosophers who assign a high ethical priority to avoiding the harming of others, or redressing harm already incurred.

One problem is that harm can be defined widely. The possibilities of harm in the future, of offending others, or failing to respect others are examples. We also frequently face a choice between two harms. Numerous examples include business or government decisions which will be of advantage to one party, but of disadvantage to another. Analytical techniques to help make these choices are of limited applicability.

Helping others is part of the harm scenario, for we almost invariably help them overcome some possible or actual harm they are facing. But such thinking is normally considered as an altruistic act, not avoiding harm. A more universal approach is a three-part guideline ‘do-no-harm/correct for or prevent harm/do good’.