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It is widely acknowledged that people with intellectual disabilities are highly likely to experience mental health problems, but that support workers' knowledge and skill in this area is sometimes lacking. There is little research explicitly exploring knowledge about the mental health of older people with intellectual disabilities and the purpose of this paper is to attempt to fill this gap.

In total, 14 support workers completed a questionnaire in which three vignettes presented progressively worsening indicators of dementia in an older person with intellectual disabilities. Participants explained what they thought was happening and what action they would take. Data were analysed using Braun and Clarke's framework.

Few participants had undertaken any mental health training, and only one in relation to older people. They were generally poor at judging early and intermediate indicators of dementia, but were able to identify more overt later signs. However, they believed these advanced indicators to be the onset of dementia. Nonetheless, they would generally take appropriate action, such as observation and referral. Abuse was often considered as a causal factor.

The most significant implication is the need for training in the mental health needs of older people and in particular, the general and specific indicators and expected trajectory of dementia in this population.

The study adds to the limited research on staff knowledge about older people with intellectual disabilities and dementia, using a novel methodology.

The purpose of this paper is to measure student perceptions of accessibility at a public university based on campus, new building, and old building accessibility and perceived impacts this may have on the student's quality of education.

A survey was administered to students registered with the office of Resources for Disabled Students at a large university. ANOVA and regression were used to evaluate the survey results.

The campus was found to be Americans with Disabilities Act (ADA) compliant, with several areas identified for improvements based on disabled students' reported perceptions. Many of the improvements were between groups with cognitive and mobility impairments. All groups reported a positive relationship between improved accessibility and improved educational experience.

The study focused on one institution but the results and existing literature may be useful to other facility management departments.

The results of this work may help facility managers and resource for disabled student groups target limited resources to improve the quality of education at public universities.

The ability to fine‐tune institutional facilities to improve the experiences of disabled persons improves the outcomes and stated goals of the ADA.

This work supports many previous studies while expanding the population studied to include looking at building users on a college campus with both physical and mental impairments. This helps facility managers increase their understanding of the accessibility issues that may still remain on college campuses that are technically ADA compliant.

The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention.

This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship.

The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand.

Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.

In management studies, assumptions surround the fixed, categorical and binary nature of male, ethnic and other privileges. Compared to white, middle-class men, “others” are typically assumed not to experience privilege. The authors counter this assumption by applying intersectionality to examine privilege's juxtaposition with disadvantage. The paper offers an elaborated conceptualisation of organisational privilege and insight into the agency employed by individuals traditionally perceived as non-privileged. The paper aims to discuss these issues.

Using diaries and interviews, the paper analyses 20 micro-episodes from four senior minority ethnic women and men's accounts of intersecting ethnic, gender and senior identities. The paper identifies how privilege plays out at the juxtaposition of (male gender and hierarchical) advantage with (female gender and ethnic) disadvantage.

The fluidity of privilege is revealed through contextual, contested and conferred dimensions. Additionally, privilege is experienced in everyday micro-level encounters and the paper illustrates how “sometimes privileged” individuals manage their identities at intersections.

This in-depth analysis draws on a small sample of unique British minority ethnic individuals to illustrate dimensions of privilege.

It is often challenging to discuss privilege. However, the focus on atypical wielders of power challenges binary assumptions of privilege. This can provide a common platform for dominant and non-dominant group members to share how societal and organisational privileges differentially impact groups. This inclusive approach could reduce dominant group members’ psychological and emotional resistance to social justice.

Through bridging privilege and intersectionality perspectives, the paper offers a complex and nuanced perspective that contrasts against prevalent conceptions of privilege as invisible and uncontested.

The ways available for businesses, both small and large, to obtain help and advice from Management Consultancies through the Government′s Training Agency are discussed, and an actual case study in which the procedures and outcome are discussed in detail is cited.

As the social scientists of modern society, sociologists find themselves in a peculiar situation. Human civilization appears on the brink of collapse; the ravages of global capitalism are turning natural and social orders upside down. Some theorists are declaring the “end of history,” while others wonder if humans will soon become extinct. People find themselves increasingly shouldering burdens on their own, strangers to themselves and others. Struggles for recognition and identity are forged in harsh landscapes of social dislocation and inequality. The relationship of the individual to the state atrophies as governmental power becomes at once more remote and absolutely terrifying. How are we as sociologists expected to theorize under such circumstances?  What implications result for the mission of sociology as a discipline and area of study? What political initiatives, if any, can counter these trends?

This chapter provides an immanent critique of sociology as a profession, vocation, and critical practice. Sociology today (in the US and around the globe) faces fierce social, economic, and political headwinds. The discipline continues to be a perilous choice as a vocation for independent researchers as much as the shrinking professoriate. Yet while the traditional functions of sociology are thrown into doubt, there has been an increase in critical practices on the part of some sociologists. As institutional norms, values, and traditions continue to be challenged, there will be passionate debates about the production of social worlds and the validity claims involved in such creation. Sociologists must play an active role in such discourse. Sociology is needed today as a mode of intervention as much as occupational status system or method of inquiry.

Steve has a passion for leadership development and coaching that has taken him from heading clinical psychology services into a variety of roles in both provider and commissioning organisations in health and social care. He currently leads on leadership and teamwork development for the South West Development Centre and runs his own successful consultancy (www.steveonyett.co.uk) offering solution focused coaching, facilitation, research and training. He is also a Leadership Development Associate with the King's Fund and Visiting Professor at the Faculty of Health and Life Sciences, University of the West of England.Steve has published widely and recently led a national survey of home treatment teams and the ‘Developing Effective Local Leadership for Social Inclusion’ initiative as part of the National Social Inclusion Programme. He is passionate about approaches to development that strengthen the fabric of relationships within complex systems. This sense of wonder in the random beauty of systems is also manifest in a passion for self‐indulgent jazz improvisations, and cycling, running or walking in beautiful places.

In this paper, the authors tentatively develop a theoretical model that depicts how the dynamic capabilities of a firm may be driven by three macro-organizational foundations: visionary leadership, organizational culture, and empowered human resources. The authors propose that visionary leaders are the original driver of dynamic capabilities and that visionary leaders create a unique organizational culture and empowered human resources so that their organizations embrace the spirit of entrepreneurship, an orientation toward learning, and a commitment to mission-driven improvement.

The authors use a case of the early success of a highly performing Chinese telecommunication equipment producer, Huawei Technology, to explain the theoretical model that shows how dynamic capabilities are developed as visionary leaders influence firm routines for learning, innovation, and strategic human resource policies, which in turn collectively create and update operational capabilities to deliver directly manipulatable competitive advantages.

The paper concludes by arguing that the sources of dynamic capabilities need not be dynamic. Instead, visionary leadership, organizational culture, and human resource policies are relatively stable factors in comparison with other possible competence-building mechanisms such as innovation or ambidexterity.

The authors’ model provides a direction for firms in high-tech industries to develop dynamic capabilities in order to maintain competitiveness and sustain high performance.

This paper is the first to present three macro-level drivers of dynamic capabilities, and it is also the first to understand the success of Huawei from a dynamic capabilities perspective.