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Seeks to examine important characteristics that go hand‐in‐hand with successful public‐private partnerships.

A grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.

A descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture.

Further research might examine other examples of public‐private partnerships since the research reported here comprises only a single case study – the major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play.

The paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.

At the time of the imminent implementation of the Disability Discrimination Act (DDA) 1995, Part III, this paper aims to raise awareness both amongst retail and marketing academics and practitioners of the opportunities and potential marketing benefits inherent in the implementation of the Act.

A review of the UK disabled sector and the implications of DDA Stage III for retailers and service marketers is combined with an observational case study of shopping facilities for the mobility impaired shopper in a Manchester city centre and out‐of‐town location, complemented by interviews with Shopmobility representatives.

Findings provide an observational insight into the status quo of the implementation of the Act. Questions are raised concerning potential retailer responses on a continuum between mere compliance and enthusiastic commitment to the enhancement of servicescapes to the benefit of all. The role of different stakeholders and the potential contribution to location marketing are discussed.

Insights are based on systematically gathered observational data representing one person's experience at one point in time and in a specific location, validated via key informant interviews with two representatives of Shopmobility services. They can therefore be seen as exploratory only. Furthermore the focus is on mobility impairment, which is only one of a wide range of disabilities.

Implications for marketers include the need to move away from treating this market as separate from the mainstream and realize opportunities for enhancing servicescapes and retail offerings in ways which would benefit the wider population as well.

Through its qualitative case study approach the paper represents a rich snapshot of the retail offering in two Manchester locations on the eve of the implementation of DDA Part III, as seen from the point of view of a scooter based shopper.

This article is based on a study that was commissioned by the Youth Justice Board for England and Wales. We report on the learning profiles and education needs of a cohort of young offenders who were recruited for the study. The research was a national cross‐sectional survey of 301 young offenders who were resident in custodial settings or attending youth offending teams in the community. The young people were assessed using the WASI and the WORD measures to obtain psychometric information (IQ scores and reading/reading comprehension ages). One in five (20%) young people met the ICD‐10 criteria for mental retardation (IQ<70), while problems with reading (52%) and reading comprehension (61%) were common. Verbal IQ scores were found to be significantly lower than performance IQ scores, particularly in male offenders. It is clear from these results that a large proportion of juvenile offenders have a learning disability, as characterised by an IQ<70 and significantly low reading and reading comprehension ages. The underlying aetiology of this association is less clear and may be a consequence of both an increased prevalence of neurocognitive deficits and the impact of poor schooling. There is some evidence that developmental pathways may be different for boys compared with girls.

Supporting community participation and social inclusion is a key goal of modernised day services but there is a lack of instruments to measure these outcomes. This paper discusses issues around the measurement of social inclusion, presents a pilot study and introduces the Inclusion Web, a strategy to record changes in social networks and environment while supporting the concept of a shared perspective of social inclusion. Two aspects of social and community participation are quantified and tallied over eight life domains: people (personal relationships) and places (institutions that matter to the individual).

The question has been recently raised as to how far the operation of the Sale of Food and Drugs Acts of 1875, 1879, and 1899, and the Margarine Act, 1887, is affected by the Act 29 Charles II., cap. 7, “for the better observation of the Lord's Day, commonly called Sunday.” At first sight it would seem a palpable absurdity to suppose that a man could escape the penalties of one offence because he has committed another breach of the law at the same time, and in this respect law and common‐sense are, broadly speaking, in agreement; yet there are one or two cases in which at least some show of argument can be brought forward in favour of the opposite contention.

The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive.

Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages.

The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms.

In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas.

Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.

Dorset County Council and partners commissioned a project in 2008 to develop a plan for ageing well in the county that engaged and involved older people. The completed plan has since been supported by Cabinet and the Local Strategic Partnership. The project was carried out using outcome‐based accountability (Friedman, 2005), a methodology for focusing on outcomes, and this article describes how it worked to support this strategic development in adult services at a time when it had been in much more regular use in children's services.

The question of the best commercial method of retailing milk requires to be dealt with from the various standpoints of the different classes of milk vendors.