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The purpose of this paper is to describe the development and progression of offering peer support using personal reflections on mistakes. The paper draws on the core principles of peer support which have the potential to be better understood through self-reflection and honest appraisal.

A reflective and personal approach is used throughout to examine and analyse particular mistakes relating to developing peer support relationships.

Reflections are offered about how working approaches can be developed as a positive consequence of difficult personal interactions.

These reflections contribute to the small number of papers written by peer workers within the UK. Its focus on mistakes and challenges as a means of learning more about peer support is highly unique.

Research on Latina administrative leadership, education, professional development, employment, and retention is limited in the literature. The majority of researchs on Latinas have been conducted in public schools with superintendents and in community colleges with faculty and administrators. Research shows that there are statistically fewer Latina faculty and administrators in higher education than other female ethnic minorities (de los Santos & Vega, 2008). The chapter focuses on Latina presidents and chancellors at Hispanic-serving institutions in the United States excluding Puerto Rico.

Drawing from the knowledge-based view of the firm, this paper aims to explore the knowledge management practices that the acquirer uses to exploit its knowledge creating conditions for the exploitation of the target’s knowledge and to explore its knowledge by realizing routines for the integration of new knowledge within the target.

This paper presents an in-depth case study analysis based on the acquisition of a Dutch food service organization by an Italian company operating in the same sector.

The case study analysis reveals four mechanisms for knowledge integration, two aimed at exploiting the acquirer’s knowledge, and two aimed at exploring the acquirer’s knowledge.

This paper unveils that it is the interlinkage among organizational, human and technological factors, at multiple layers of the target, which allows the knowledge integration within the post-acquisition process.