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The purpose of this paper is to present the results of a Delphi study of trainers in the prevention and safer management of violence in mental health settings that sought to identify and clarify what represents best practice at a European level.

A Delphi method was used to garner the views of a sample of 54 trainers involved in the training of managing violence and aggression on a draft charter of best practice.

A high level of agreement was found with the suggested indicators of best practice but the levels of agreement varied in some key areas and respondents identified a series of omissions from the charter and a number of potential challenges to its implementation.

The sample was restricted to Europe and further research is planned to seek the views of a wider sample.

The charter will provide a reference document for best practice in the interim.

Its implementation will require trainers to consciously identify the ethical implications not just of the content of their training buts its overall approach.

The study is presently unique in its focus and context but further research in this area is underway designed to complement this study.

The purpose for writing this paper is to help develop and apply integrated models and methods of best practice that can prevent and manage workplace incivility (WPI) and workplace violence (WPV).

This approach uses the framework of the public health model to integrate neurobiological, behavioural, organisational, mental health, and educational theory into a holistic framework for the primary, secondary, and tertiary prevention of WPV. The key concepts built into this model are those of organisational violence (OV), trauma‐informed services, and positive behaviour support (PBS). This approach is further illustrated by case studies from organisations that have successfully implemented safety protocols that demonstrate the effectiveness of such an integrated approach. This method is derived primarily from qualitative data based on the expertise and experience of the authors in the areas of psychiatry, social work research, and instructional implementation as well as reviews of the current literature.

This model suggests that understanding WPI and violence as reactions to a combination of internal and external stressors is key to interrupting these violent responses. Responding to WPV requires that organisations first take responsibility for their own role in generating WPV and recognize the impact of organisationally generated trauma on staff and services users. In this behavioural model, WPV and WPI have functions which require the teaching of replacement behaviours that help individuals to escape from these stresses in ways that do not cause harm to themselves and/or others. Thus, management must instruct staff how to teach and reinforce appropriate social and communicative behaviours in order to replace those behaviours leading to WPV and WPI.

The practical implications of this paper are that it provides human service practitioners with: an understanding of the functions of reactive violence at work; a methodology to identify different types WPI and WPV; a framework to proactively teach violence replacement behaviours, empowering people to address the causative factors in ways that do not cause harm to self and/or others; skills that can be taught to management and staff individually or in group settings, as well as to service users; and implementation models from various organisations that have achieved significant reductions in WPV. Another important outcome demonstrated through the case studies is that significant financial savings can be achieved through reduction of WPI and WPV which may in turn lead to a related improvement in the quality of life for staff and service users through changes in workplace practices. This outcome has implications for organisational practice and theory as well as human services education and training.

One key social implication of the model, if integrated into the company's social responsibility policies and practices, is the potential for improving the quality of life for staff and patients in health care settings as well as employees, customers, and service users in other settings.

The originality shown in this paper is the way the three key concepts of OV, trauma‐informed services, and PBS are built into a public health model to prevent and mitigate WPV. This paper is of particular value to boards of management, organisational directors, supervisors, HR and training departments as well as direct care staff, service providers, and regulatory bodies.

This outline paper stems from the shared interest of a criminologist and a scholar in business organisation in the problem of responsibility in the large and complex modern corporation. For the criminologist, this has a particular significance in the context of corporate crime; for the student of management, it opens up questions of decision making and control. For both, it raises considerations of business ethics as well as the function of law in regulating business practice. In particular, there is the central question of how an organisation can, per se, be held criminally liable, without the present requirement in English law, of identifying a ‘controlling mind’ Within it.

Disaster inquiries regularly contain a sad litany of what went wrong, procedures bypassed and ignored, and undue risks taken. It is clear in many of these cases that there were individuals in the know, who may have spoken up, but been over‐ruled or silenced. Some more persistent individuals decide to speak up external to the organisation, and hence become whistleblowers. Their efforts, although virtually by definition in the public interest, have not always been well received, certainly by their employers, and the agencies to whom they resorted, while pleased to have received their information, have invariably not reciprocated by offering employment protection, or even upholding confidentiality. Disaster case studies are presented involving a variety of industries from the nuclear power to the petroleum, aircraft, space and oil industries. The stresses on the whistleblower are indicated, one being the controversy remaining over their role, with opposition from some business leaders. The law offers first line protection, although experience in the USA suggests that this is insufficient in itself. In the more unified and compact jurisdiction of the UK, new legislation, coupled with political will, seems likely to produce a more effective regime. Organisations need to internalise whistleblowing as part of their natural systems and procedures, and codes of practice assist in this regard, as long as they are more than window‐dressing. Countries less advanced in their thinking and legislation are more at risk and, given the global consequences of the likes of an environmental disaster, need to be regarded as international pariahs.

The purpose of this paper is to offer and test a theoretical framework that can be used to identify different styles of peer reporting, and explain why police officers and labour inspectors (do not) report peers’ misconduct.

A conceptual framework is developed that identifies underlying mechanisms of peer reporting. It aims to be an alternative for the blue code of silence literature and the general whistleblowing studies, which have a number of disadvantages. This newly developed framework is then tested in a qualitative research project in the police and the labour inspection in a West‐European country.

This paper concludes that, in the four agencies, the individualistic type of keeping silent is often preferred when confronted with colleagues’ misbehaviour, but in exceptional situations respondents decide to report colleagues’ misbehaviour to their boss in a fatalistic or individualistic way. This can probably be explained by the low group (and, thus, fatalistic or individualistic) working context. As for the police, the respondents are “case officers” who are solely responsible for the success of their investigations. As for the labour inspection, the respondents enjoy wide discretion and autonomy in their investigations. In the labour inspections a hierarchical silence code can be found among inspectors with low seniority.

This qualitative study is an exploratory study, aimed at theory‐building by developing hypotheses which need to be tested in future research. It is not aimed at making generalisations to other police agencies or labour inspections.

Grid group cultural theory could inspire practitioners who want to implement whistleblowing policies by recommending that whistleblowing measures, to be effective, should be adapted to organisational characteristics and the prevalent whistleblowing behaviour.

This paper offers a new theoretical framework to analyse and explain peer reporting in the police and other professional groups; not only enriching the police culture literature, but also enabling comparative research.

The purpose of this study is to identify how ethical stances can be used to develop a frame set in the design of a web-based decision support system (DSS) for ethical decision-making and to test both the efficacy of these frames and the potential of such a tool for individuals and groups in both leadership development situations and organisational practice. Unethical behaviour by executives is a frequently cited reason for erosion of trust with other stakeholders.

Utilising action research, by choosing ethics frames such as heuristics, a web-based ethics DSS designed to enable users to explore ethical issues from multiple perspectives was constructed and this was beta-tested with a major UK bank and a global oil company.

In orchestrating constant revisions of the ethics frames in the tool, learning from each research cycle was identified, a new form of action research, a design action research, which emphasises the importance of collaboration in the design of such decision-making tools, was offered and the tool for management development and other applications was successfully beta-tested.

It was demonstrated to management developers how web-based systems might be designed by non-information technology professionals; the framing literature was added by demonstrating the value of engaging in dialogue about ethical issues of concern to managers and their organisations and thus improving decision-making; and additions were made to the literature on ethics and Information systems (IS) and contribution toward action research in the fields of IS and ethics was done.

The purpose of this paper is to examine the body of cross‐disciplinary literature on corporate social responsibility (CSR), organizational structure, and organizational culture. The author suggests that the issue of social responsibility is a phenomenon both external and internal to organizations, as it lies on the cusp of organizational culture and social expectations.

The paper bridges classical sociological thought and contemporary views on CSR to develop an argument about the deviant nature of CSR. It highlights the theoretical challenges to establish socially responsible behaviors of organization as a mainstream norm.

The paper suggests that CSR should be perceived within the context of the existing social norms and understood as an outcome of shared set of organizational norms and values. The review of existing theories of CSR is followed by a discussion of whether CSR is a deviant or a normative phenomenon.

The paper presents CSR as a deviant behavior and argues that in order for it to become a common organizational practice, ideas of socially responsible behaviors should be incorporated into the existing set of social expectations.

The survival and sustainable growth of Cai Luong (Renovated Theatre) theatre companies as well as Cai Luong theatrical art in Vietnam necessitate the sharing of acting and singing skills between generations of actors. The purpose of this paper is to investigate the role of theatre members’ perception of psychological contract in predicting their sharing of knowledge. Another research purpose is to assess if corporate social responsibility (CSR) of theatre companies can activate the effect chain through psychological contract to knowledge sharing. The last research purpose sheds light on the moderating role of entrepreneurial orientation (EO) for the relationship between psychological contract and knowledge sharing among members of Cai Luong theatre companies in Vietnam setting.

Cross-sectional data for SEM-based analysis was collated from 226 respondents of Cai Luong theatre companies in Vietnam.

Research results unveil the predicting role that CSR played on the relationship between psychological contract and knowledge sharing among members in Cai Luong theatre companies. This relationship was also found to be moderated by EO.

Research results extend knowledge management literature through the inclusion of CSR and psychological contract as antecedents of knowledge sharing.