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This scoping review discusses how bug-in-ear (BIE) technology has been used to coach teachers and pre-service teachers in special education, general education and initial teacher education (ITE). The purpose of the review is to identify the range of practices in implementing BIE technology and the potential impacts on teachers, learners, coaches and professional learning and development (PLD) providers.

The PRISMA framework guided the structure of the scoping review. Four leading educational database searches informed initial results. Peer review ensured that inclusion and exclusion requirements were rigorously followed. Two screenings, a hand search and snowballing found 20 relevant studies for review.

BIE coaching is a cost-effective approach to support the development of teachers and pre-service teachers, with the potential to improve learner outcomes. Delivering coaching remotely yields the widest range of benefits for PLD providers. Technology issues persist; therefore, simple approaches work most effectively. There are opportunities to explore coaching attributes required for BIE coaching and how BIE feedback can differ from in-person feedback.

PLD should be based on available resources; however, it is possible to train participants to use BIE in a short amount of time. Pre-determined prompts should be co-constructed between the coach and the teacher. Prompts should be delivered within 3–5 s of the teaching behaviour and consist of positive, corrective, questioning and goal-orientated statements.

This is the first evidence-based review of BIE coaching that highlights effective practices in special education, general education and ITE. This review also explores how BIE coaching is used with teachers, which has not been covered in detail.

Carolina Lunker Sauce is a new product attempting to break into the fishing attractants category. The company founders are evaluating cutting the retail price of the product in order to secure distribution. Analyzing this decision forces the leaders of this struggling company to evaluate their overall new product strategy and the product’s positioning in the market.

To focus on new product strategy, positioning, and pricing.

The purpose of this article is to discuss open access to scholarly full‐text documents.

Discusses open access to scholarly full‐text documents.

The paper shows that while open access archives are good for the majority, for publishers, editors and authors, open access articles can substantially increase their impact, and the impact factor for the source journals.

The paper offers insights into scholarly full‐text documents.

The paper aims to focus on a long standing, but increasingly problematic, occurrence in academic writing and publishing – plagiarism.

This is an opinion piece based on the current situation in academic publishing, particularly in the online environment.

Plagiarism has been common among generations of students in secondary and tertiary education and the situation has not improved. Many tertiary institutions almost never make a forceful response to cases of plagiarism for fear of litigation. “Litigation‐creep” has spread, with universities regularly adopting avoidance measures rather than tackling the issue head‐on.

The paper offers the view that it is now an opportune time for all involved in research and writing, editing and publishing to look seriously at the issue of plagiarism, and to create clearly and fully articulated protocols regarding the nature, context and penalty for plagiarism.

The future does not just happen; it is created whenever we are innovative. For that to occur systematically and predictably, organizations have to become involved in at least five interventions. First, they must invite synergy between intellectuality and creativity and ultimately tap both. Second, they need to introduce unlearning. Third, they have to find the right mechanism and create the right environment for creativity and the future to coexist and flourish together. Fourth, there is a discipline involved in creative dislocation which they need to understand. Fifth, they must explore the many steps – ten are outlined here – that promote the unlearning process and disorient the time/space continuum.

FOR some time we have given news about Scottish industry at length because, as one of the major areas of underemployment in Great Britain, it deserves special consideration by industrialists embarking on new projects. We have therefore special sympathy with the considerable apprehension which exists there at present because of threatened rail closures. Although the present closures do not seem very serious in themselves the prevailing uncertainty can have adverse effects on the attraction of new industry to Scotland. Those who are in a position to assess the situation are definitely of the opinion that the second and later stages could be very serious indeed.

This paper aims to investigate the shifting boundaries between two experiential categories – home and work – for office workers. The boundaries are both spatial and temporal, and the paper seeks to analyse how certain kinds of mobile technology are being used in such a way as to make these boundaries increasingly permeable.

The research involved both the collection of quantitative data using a survey tool, and the gathering of qualitative data through in‐depth interviews.

The paper finds that the mobile technology discussed enables work extension – the ability to work outside the office, outside “normal” office hours. This provides flexibility with respect to the timing and location of work, and makes it easier to accommodate both work and family. But at the same time, of course, it also increases expectations: managers and colleagues alike expect staff to be almost always available to do work, which makes it easier for work to encroach on family time, and also leads to a greater workload. The ability to perform work extension is, then, a dual‐edged sword.

The paper provides both managers and non‐managers with insight into the effects of providing mobile technology to office workers, and suggests some mechanisms to mitigate negative effects.

The paper explores the impact of mobile technologies on non‐mobile office staff.