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This paper aims to examine the UK’s small- and medium-sized enterprises (SMEs) policies under Margaret Thatcher’s era in the 1980s, with a view to understand the success stories, historical development and the structures of Chinese family business through a case study of See Woo Holdings Ltd.

The authors have achieved the objective on the study of the SMEs policies under Margaret Thatcher through critical evaluation of the historical literatures, books, journals and newspapers. The study on overseas Chinese business and the case of See Woo Holdings Ltd. is mainly through the research of the Chinese overseas in the UK and Southeast Asia, and the companies report from the Companies House in the UK. The authors have used the latest 2011 UK Census statistics and academic reports to locate the most current demographic changes and Chinese business characteristics in the UK and the Northeast of England.

First, the UK’s SMEs policies under Margaret Thatcher were quite receptive towards the ethnic business. Second, the case of See Woo Holdings Ltd. indicates that family business networks are still one of the characteristics of Chinese business. Finally, the broader UK’s SMEs policies play an important role in this case study.

The authors provide a tentative linkage between the UK’s SMEs policies under Margaret Thatcher and Chinese family business. In addition, the case study of See Woo Holdings Ltd. improves the current understanding of Chinese family business with a clearer picture about their structure, practice, characteristics and development.

The Missouri State Library was transferred from the Department of Higher Education to the Secretary of State's office in 1992. The State Library has been involved at some level in all of the technology projects and programs described in this article.

The purpose of this paper is to discuss how the signs of safety and wellbeing practice framework offers a practical and logical reinforcement for the Making Safeguarding Personal programme within the practice context of the Care Act. The new practice framework orientates safeguarding practice to be person led and person centred while reinforcing an outcomes focus.

The principal social worker co-led the design and pilot programme where the new practice framework was developed and trialled.

A practice framework that houses the policy and practice updates needed to deliver the Care Act and Making Safeguarding Personal agenda is logical and necessary for the practitioners. An outcomes focus is encouraged because safeguarding practice is goal orientated and outcome focused.

A debate about how practice frameworks can help achieve the Making Safeguarding Personal approach and deliver on the Care Act principles is offered. This is a new and important debate for adult social care; a debate well-established across children’s services.

A debate about how practice frameworks can help achieve the Making Safeguarding Personal approach and deliver on the Care Act principles is offered. This is a new and important debate for adult social care; a debate well-established across children’s services.

Project URL originated while identifying electronic resources that promote access to information about integrated online library systems (IOLS). Over 40 students, enrolled in a Web‐based asynchronous distance learning graduate level course “Library information systems”, searched the Web for resources that contribute to IOLS. Several hundred sites were initially identified, together with the difficulties associated with such a large set of unorganised pointers to Web‐based resources. A project team was assembled to organise unique URLs as identified by fellow students, adding value and commentary to those sites that met certain criteria of excellence. The product is a metasite of URLs that points to information about IOLS vendors, electronic journal titles and specific e‐journal articles addressing IOLS topics of interest, and general information sources that might be accessed by library professionals involved in decision‐making processes for integrated library systems. Recent efforts have been made to add to this base of IOLS resources. Future revisions are also discussed.

Past decades have witnessed significant contributions to theories of the firm, innovation and economic growth from two closely related paradigms, namely, the Capabilities School and National Innovation Systems Approach. Unlike the neoclassical models of the firm and growth, these two paradigms place emphasis on the knowledge and learning process in understanding economic development. Despite being closer to reality in their treatment of economic issues than their neoclassical school counterpart, the two paradigms have not put human agency in the forefront of their analysis. This paper constructs a theory of national capabilities in the subjectivist perspective, which is then extended to understand firm and national capabilities and competitiveness. While this paper recognizes the influence of institutions on firms' decision making, unlike contemporary evolutionary literatures, the subjectivist perspective highlights the fact that all institutions are the coordinating effort of human actions which attempt to interpret external events or make sense out of social or economic interactions.

The idea of the workforce taking over and running a firm has faltered on the examples of the Scottish Daily News, Kirby Manufacturing and Triumph Meriden — all promoted by Tony Benn when he was Industry Secretary. But other, less well‐publicised, worker co‐operatives serve as a timely reminder that industry can thrive without unfettered capitalism or State ownership. Report by Stanley Alderson.

State and local governments are considering large increases to the minimum wage. As restaurants employ many individuals paid at or below minimum wage, these changes may affect their businesses. The purpose of this study is to evaluate the anticipated effects of minimum wage growth on employment and pricing in US food and beverage operations.

The study utilizes an experimental design where restaurant owners and managers are presented with scenarios of differing levels of potential minimum wage increases and are asked to anticipate changes to employment and pricing.

Restaurant owners and managers involved in the study indicate the level of the minimum wage increase will significantly affect changes in pricing and employment levels. Results also show that restaurant demographics such as type of restaurant and average check do not significantly affect the relative change operators anticipate implementing. Specific ways participants plan to make adjustments are also presented.

The anticipated impact of minimum wage increases at the restaurant level is examined, which differs from previous studies that determine the impact at the industry level. This study evaluates large minimum wage increases of up to 100 per cent, which have previously not been studied.

This case explores the turnaround and corporate renewal of the Chicago Blackhawks professional hockey team, which transformed from one of the worst-run organizations in all of professional sports in 2007 to one that won the Stanley Cup (the National Hockey League championship trophy) in 2010. W. Rockwell “Rocky” Wirtz was faced with making critical decisions shortly after inheriting the team from his father, who was the individual most associated with the organization's decline. The team faced financial trouble and had narrowly avoided missing payroll; the previous customer relations strategy (which included refusing to televise home games or to conduct effective marketing) had resulted in significantly diminished brand value; and management and player personnel were devoid of effective leadership. At its nadir, the team was named “The Worst Franchise in Professional Sports” by ESPN in 2004. After assuming control, Rocky embarked on an ambitious corporate renewal strategy that included the following components: leadership: install a new management team with clear goals and creative ideas about how to turn around the organization; culture: reward players for accomplishing their goals and establish a performance-based culture; financial: seek new corporate sponsorships and increase ticket prices once the team established a winning record; and brand and marketing: send a clear message that the team was intent upon winning the championship and design a customer-focused marketing strategy.

After analyzing the case, students should be able to: recommend strategic, financial, and operational changes needed to turn around the organization, and identify key leadership qualities that enable execution of a turnaround plan.