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This paper details a teacher-implemented intervention, negotiating learner-generated materials, with the aim of improving low levels of learner motivation. This had resulted from the introduction of a problematic entry test policy acting as gatekeeper to an internationally-accredited diploma course in the learners’ specialized technical subject. For the learners, successful completion of the diploma course would guarantee social and financial benefits including promotion, increased salary and prestige within the military institution. However, an order came from the commanding officer that learners would only be accepted onto the diploma course if they attained an IELTS test score of Band 5. This requirement was not attainable by the learners in the time available and represented a threat to their career aspirations, which would negatively affect them personally, economically and professionally. Consequently, there was a substantial drop in learner motivation. An intervention was constructed and conducted during the course over a two-week period to supplement students’ course book in order to counter such poor levels of motivation. The study was set within the critical paradigm, using quantitative and qualitative data collecting methods to answer my research question: “To what extent does the intervention (asking learners to choose a topic, select original material, and suggest the type of tasks to be produced for the material) have a positive effect on learners’ levels of motivation?” Key findings included an observed increase in learner engagement and a greater level of concentration than in recent classes together with reduced learner worry about the IELTS test. Several conclusions are offered as to the efficacy of conducting such an intervention and how it could impact on learner motivation.

In the contemporary relation between economics and Judeo‐Christian thought, Smith identifies three positions. These are disciplinary autonomy for economics, disciplinary interdependence between economics and Christian thought, and distinctively Christian economic analysis. Little evaluation has been made of these positions. Two representatives, as Smith classifies them, of the disciplinary autonomy and interdependence positions are evaluated from the distinctively Christian economic analysis viewpoint. Unlike Smith's classification, both J. David Richardson and Anthony Waterman are assessed as belonging to the disciplinary autonomy group, in which mainstream orthodox economic science is allegedly able to proceed independent of religious input. This position is criticized insofar, as Richardson's major and influential paper in the area (1988) is found to disregard any appraisal of the contribution of modern orthodox economic theory to the explanation of real world processes, and to overlook the contribution Christian thought might make to economic explanation. Both Richardson and Waterman assume an understanding of the “science” in economic science that is problematic, while Waterman utilizes arguments from the philosopher Leslek Kolakowski, and the economist Frank Knight, that are contestable from a Christian perspective.

This is the second of two linked articles on strategy for innovation and its implementation. The purpose of the first article was to examine the strategic process of planning innovation within the enterprise. The objective of this second article is to examine some of the ways by which innovation is implemented. The success of enterprise innovation strategy will be indicated by the distinctive competences built up over time, and by the competitive advantage it has gained. Success depends upon the means by which innovation is implemented. Corporate strategies are implemented by people and organisation. This article therefore considers the role played by customers, employees, intrapreneurs and entrepreneurs, cultures, leaders and organisational arrangements in achieving innovation objectives.

The process of innovation is inherently risky and unpredictable. There is, therefore, good reason to plan strategically for the implementation of the innovative process within the enterprise. Such strategic planning may help to minimise risk, ensure that a return on investment in innovation can be made, and enhance corporate chances of long‐term survival. This is the first of two linked articles on strategies for innovation and their implementation. The purpose of this article is to examine the strategic process of planning implementing innovation within the enterprise. It does this by analysing some of the major sources of innovative opportunity open to the enterprise, and considering some of their practical implications; examining three practical innovation strategies which are to be found in both large and small enterprises; and by outlining some basic prerequisites to successful innovation strategies.

By “political economy” I mean both the method of thought and the body of knowledge which refer to human economising behaviour. The body of knowledge includes both theory — theorems, laws, empirical generalisations, etc., and “facts” — history, description of institution, statistical data, etc. By “Christian theology” I mean both the method of thought and the body of knowledge which refer to the human religious understanding of Jesus of Nazareth. “Religious” here implies awareness of, or belief in, God. The body of knowledge may include pre‐Christian religion (such as that reported in the Old Testament), and the results of independent inquiry (such as natural theology) in so far as these are interpreted by, or “refracted” through what theologians call the “Christ event”.

No company can afford to ignore opportunities for growth. Innovations in production, new developments in information technology and the identification of new markets can all provide the stimulus for successful business expansion.

The article begins by explaining the strategic need to “think globally”. It analyses strategic perceptions of what and where the market is, and examines the competitive consequences of global thinking by the enterprise. The requirements of enterprise capacity for the effective national implementation of international strategies are analysed. This means “managing locally”. The article concludes by considering some of the skills and personal traits of the international manager. These may have to be developed if enterprise management is to achieve the proper local implementation of its global strategies. A variety of case examples and studies are illustrative of the international strategies.

The UK product market for bread is analysed. Some of the main trends visible in this market are discussed. The segmentation of the bread market is examined and illustrated, and some of the major constraints on suppliers to that market are considered. Some of the product market strategies used by UK bakery companies are described. The conclusion speculates on future scenarios based on suggested threats and opportunities deriving from the Single European Market, and the potential break up of RHM plc.

Purpose – The chapter analyses potential interconnections between competing strands of worker misbehavior and mischief that result in forms of active resistance for those workers employed in nonunion settings.

Design/methodology/approach – The analysis integrates extant literature and theory concerned with differences between resistance, mischief and misbehavior on the one hand, and patterns of nonunion and unorganized workplace relations on the other.

Findings – Using a revised conceptual framework that advances a deeper and more nuanced understanding of unorganized workplace resistance, mischief, and misbehavior, the chapter illustrates the role that institutional and structural regulation plays in delineating between formal (and often collective) indicators of conflict, and informal (sometimes individualized) instances of mischief and misbehavior.

Research limitations/implications – The chapter offers a potential schematic framework for future researchers seeking to explore the complex interactions between resistance and misbehavior in a global and increasingly nonunion context.

Originality/value – While researchers have observed the quantitative decline in unionized conflict and industrial action, this chapter argues for a more inclusive incorporation of employment relations institutions to understand the deeper qualitative affects on workforce misbehaviors.