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Response to Intervention (RtI) is a systematic approach that provides a framework for addressing student learning, allows for accountable decision-making based upon the individual skill level of each student, and gives schools a methodical way for special education determinations. RtI began as a framework for students suspected of having a learning disability and now has become a system of instruction and assessment that helps teachers and related service providers know what type and level of instruction a student needs. It is a system that promotes inclusion of students from all ability levels into the general educational setting. This system is characterized by the placement of students and instructional methods along a continuum from whole-class instruction to individualized, highly specialized instructional methods. In this chapter, the historical as well as current frameworks that define learning disabilities will be discussed. Next, the eligibility processes associated with acquiring special education services will be examined; paying special attention to RtI and its intersection with learning disabilities. Finally, academic and behavioral interventions will be discussed that have found to be beneficial in increasing the skills of students with learning disabilities.

The purpose of this paper is to understand how CEO Joseph Abraham of Commercial Bank, Qatar, has shaped the culture of the bank and driven increased success during his tenure there. This is one of a series of interview-based studies that are focused on South Asian CEOs, with the goal of better understanding their management style in a multinational context. This short paper explores how leadership style can impact the development of workplace culture among a multinational workforce to build a collaborative, innovative and high-performing organization.

This paper uses primary interviews and supplements the analyses with secondary data sources and published research on leadership, organizational identity, culture and organizational ambidexterity.

The study found that cultural values and learned behaviors impact one's leadership and vision. In this instance, the CEO's leadership style demonstrated humility, an appreciation of diverse national cultures, and an ability to create organizational identity and cultivate a culture of ambidexterity, providing comfort to the organization in dynamically opposite contexts. All of these leadership features have enabled the organization to become more adaptive and perform better.

The narrative provides a glimpse of leadership humility and the implementation of those ideals in the workplace. The global experience of this South Asia-raised CEO provides an insider's view to decision-making and helps us understand how family, cultural background, and diverse work experience shape leadership behavior and culture in a multinational context.

The purpose of this chapter is to review the accumulated research on a strategically important intangible asset – organizational reputation – and articulate promising research pathways forward. To do so, I first provide definitional clarity by comparing reputation to the related constructs of status, celebrity, legitimacy, and social approval and highlight the codifiable, cumulative, and beneficial nature of reputation. I then discuss three developments in reputation literature: (1) conceptualizing reputation as a multidimensional, rather than generalized, construct; (2) theorizing about reputational malleability rather than its path dependence; and (3) focusing on the costs of a high reputation in addition to its benefits. Based on these developments and the increasing role of social media in affecting and reflecting stakeholder perceptions, I discuss three pathways for future reputation research. Specifically, I focus on the decrease in credibility of powerful intermediaries and increase in stakeholder empowerment, conceptualization of reputation as a flow rather than a stock, and the role of strategic reticence. My hope is that this chapter will stimulate conceptual and empirical work on the role of reputation in the complex and dynamic era of social media.

Examines the tactical and procedural aspects of mounting an application to the Lands Tribunal. Considers current opinion on how the Tribunal will approach an application, the procedure for making an application, and some suggestions for making an effective case. Concludes with an examination of trends in Lands Tribunal decisions in certain specific classes of case, such as restrictions on development, and on building and use.

This study investigates the role of collaborative spaces as organizational support for internal innovation through cross-functional teams and for open innovation with external stakeholders. In particular, the study focuses on collaborative spaces as tools for multiplex (i.e., simultaneous internal and external boundary management in innovation projects).

The authors conducted a qualitative study in a multi-divisional organization that set up in its headquarters a collaborative space for collaborative product development. Data were collected through semi-structured interviews and participant observations.

Findings highlight that the relation between expectations and experiences about the collaborative space impact on employees' ability to perform boundary work inside and outside the organization. In addition to the collaborative space's affording role for expectations about hands-on collaborative innovation (space as laboratory), the study also highlights a set of collaboration constraints. These latter are generated by perceived boundary configurations (i.e. degree of boundary permeability and infrastructure in internal and external collaborations) and by discrepancies between expectations (space as laboratory) and actual collaboration experiences in the space (i.e. space as maze, cloister, showcase and silo). We show that space-generated constraints slow down internal and external boundary work for innovation and generate a trade-off between them.

Using the process-based perspective of boundary work, the paper connects studies on cross-functional teaming and open innovation through the concept of “multiplex boundary work.” It also contributes to the literature on boundary work by showing the challenges of using collaborative spaces as organizational support tools for multiplex boundary spanning.

AFTER more than thirty‐three years THE LIBRARY WORLD appears in a new and, we hope our readers will agree, more attractive form. In making such a change the oldest of the independent British library journals is only following the precedent of practically all its contemporaries. The new age is impatient with long‐standing patterns in typography and in page sizes, and all crafts progress by such experiments as we are making. Our new form lends itself better than the old to illustration; we have selected a paper designed for that purpose, and illustrated articles will therefore be a feature of our issues. We shall continue as in the past to urge progress in every department of the library field by the admission of any matter which seems to have living interest for the body of librarians.