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The purpose of this paper is to describe the nature and impact of a restraint reduction strategy implemented within a secure learning disability service in response to the national Positive and Safe programme.

The strategy was comprised of three primary interventions – Safewards, positive behavioural support and data-informed practice – and utilised a programme management approach to ensure effective delivery. Baseline measures were collected from 12 months of data prior to implementation of the programme and the frequency of each category of restrictive intervention was then measured prospectively on a monthly basis throughout the duration of the programme.

Upon completion of the programme the following results were achieved: elimination of prone restraint – elimination of mechanical restraint – 42 per cent reduction in general use of restraint – 42 per cent reduction in use of seclusion – 52 per cent reduction in rapid tranquilisation.

The paper adds to the growing body of evidence that carefully designed interventions can reduce the frequency of seclusion and restraint. In this case, Safewards and PBS have combined to exert their effect. Data-led practice and senior leadership were also found to be of critical importance. Finally, the need for a stable workforce is considered.

This paper identifies and examine a divergence of philosophies and practice between corporate/traditional marketing (CTM) and entrepreneurial marketing (EM). The paper examines the case of an entrepreneur who also possesses a deep understanding of CTM practices. The purpose of this paper is to learn which set of marketing practices entrepreneurs are likely to privilege.

This paper is an ethnographic investigation of a marketing entrepreneur: one who possesses a deep understanding of CTM and who is also a successful entrepreneur. Data collection and analysis included participant observation, multiple interviews, and interpretation of textual and video data.

Entrepreneurs with CTM expertise privilege elements of EM. Rather than relying on the traditional four Ps (product, price, place, and promotion), their marketing strategy and practice is reminiscent of the entrepreneurial four P's (purpose, practices, process, and people). Communication competency is foundational to successful EM.

Entrepreneurs are encouraged to assess their personal situations and identify ways to improve their organizational and interpersonal communication skills and personal contact network processes.

This paper provides a provocative look at how CTM theory and practice are superseded by the creativity, flexibility, and innovation of day‐to‐day entrepreneurship. The paper validates a framework for analysis of marketing practices specific to entrepreneurs.

The factors which influence costs of production of food and the prices to the consumer have changed dramatically during this century, but especially since the establishment of trading systems all over the world. Gone are the days when the simple expedients of supply and demand alone governed the situation. The erosion of these principles began at the turn of the century, mainly as a result of the introduction by the rapidly developing industrial power of the USA to protect her own industries against the cheaper products of European countries. They introduced the system of tariffs on imported manufactured goods; it grew and eventually was made to apply to wide sectors of industry. European countries retaliated but the free trade policy of Britain's Liberal government was making the country a dumping ground for all other country's cheap products and surpluses.

The association between motorcycles and sex, and motorcycles and action, is highly gendered and very few action films star women on motorcycles. This chapter examines little-known Australian film, Shame (1988) and the American made-for-television remake Shame (1992) as rare examples of films starring heroic women on motorcycles. The protagonist of both films is a motorbike-riding lawyer (Cadell) who rides into a country town blighted by an endemic rape culture. The film(s) have been largely overlooked in critical discussions about gender and action films. This chapter utilises scholarship about gender and action films, and about the rape revenge genre to explore how Cadell is cast as feminist avenger and agent of change. Rather than being a bombshell or a babe, in the tradition of Ellen Ripley and Sarah Connor, Cadell is a tough action chick who embodies (female) heroism. She, as Sara Ahmed (2017) would describe it, snaps, and that snap prompts viewers to examine misogyny, rape, revenge and shame.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

The purpose of this paper is to provide an interview with Paul Nunes and Tim Breene, authors of Jumping the S‐Curve

This briefing is prepared by an independent interviewer.

Every successful business eventually peaks. Greatness does not last. It falls prey to competition and commoditization, as well as obsolescence from the introduction of new technologies and innovations. And when a business's revenue growth stalls, only 7 percent ever go on to reclaim growth that is better than the growth of the market overall. The only solution is to jump to another growth curve, again and again.

Paul Nunes and Tim Breene take a look at the nature of the business “S‐curve”. Shaped like the first half of the bell curve, this curve is the characteristic depiction of how a new line of business ramps up, grows aggressively, and then ultimately flattens out. Through their interview, Paul and Tim give practical advice on what businesses should be doing in order to prepare for their next “S‐curve”.

The accelerating pace of business is forcing more top management teams to manage both their current successful business and their future business simultaneously. In the past, managers could often wait until the current business was firmly established, or even beginning to show signs of decline, before starting on the next. No longer. In this interview, Nunes and Breene highlight some of the most important disruptors emerging today, including cloud computing and sustainability, which are affecting companies in all industries, offering advice to companies wanting to take the lead in their own reinvention.