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Focuses on how successful collaboration has been achieved between three Canadian university libraries. The management recognised that there were cultural differences between the three library systems, and encouraged an open examination of values, personal systems and attitudes in order to prepare for the effects of change. Discusses the planning process and the lessons learned from the TriUniversity Group of Libraries collaboration.

Law enforcement social control policies over black Americans can be traced back to early policing. From the development of the “patroller” system (established in 1794 to systematically police slaves) to contemporary police militarization, the relationship between black Americans and the police has been defined by bitter conflict that continuously results in outward expressions of discontent and protests. Recent examples abound, including the Los Angeles riots in the 1990s, the aftermath of the murder of Michael Brown in Ferguson, Missouri, as well as the protests sparked by the deaths of Eric Garner and Freddie Gray. Indeed, social, political, and media speculation has placed police behavior under heavy scrutiny. Questions abound regarding the fairness, appropriateness, legality, and legitimacy of police methods, as critics have accused policing agencies of adopting punitive and repressive measures that target communities of color (and act as provocation for rioting). This chapter will use a critical lens to first investigate the historical social control strategies used against communities of color by law enforcement (beginning with antebellum “beat companies” to more contemporary “broken windows” policies). Next, the author observes that, in addition to institutional evolution, police behavior (specifically related to community policing and responses to community protests) have accordingly shifted since the nineteenth century. For example, the author discusses the three current strategies of protest management (escalated force, negotiated management, and strategic incapacitation) that have all been embraced to varying degrees with relationship to police response to black community protests. Last, the author explores the iterative process of police “command and control” policies and black community protests, noting that these competing forces have “coevolved,” mirroring one another, and feature antagonistic attitudes from both sides.

Aims to explore the relationship between employee perceptions of servant leadership and leader trust, as well as organizational trust.

Uses Laub's Organizational Leadership Assessment along with Nyhan and Marlowe's Organizational Trust Inventory.

Perceptions of servant leadership correlated positively with both leader trust and organizational trust. The study also found that organizations perceived as servant‐led exhibited higher levels of both leader trust and organizational trust than organizations perceived as non‐servant‐led.

The findings lend support to Greenleaf's view that servant leadership is an antecedent of leader and organizational trust, and to aspects of other servant leadership models.

This chapter integrates both structural and symbolic interactionist perspectives used in the study of collective behavior to provide a thorough examination of the campus culture and student–police interactions that precipitated a riot near James Madison University (JMU). While the analysis is anchored by Smelser’s (1971 [1962]) “value-added” model, it also accounts for cultural conditions common on college campuses. Importantly, the dynamics associated with this case may be similar to other riots – at sporting events, at religious processionals, etc. – occurring when authorities disrupt gatherings that have strong cultural resonance among participants. In these cases, attempts at disruption may be seen as an assault on norms strongly associated with a group’s identity. The study also used a unique data source – 39 YouTube videos posted of the riot event – that made it possible to capture the interactive and emergent quality of rioting behavior in real time from multiple vantage points.

This chapter addresses the research question of whether multinational enterprise (MNE) lobbying can contribute to sustainable development.

It presents the results of two case studies, from different perspectives, whose results strengthen and complement each other. Both studies use interviews as their main source of data within triangulation, and both adopt iterative processes for their analyses: one uses data coding, the other takes a narrative approach.

The findings suggest that whilst companies see both costs and opportunities in environmental regulations, this is not perceived by their policy-making counterparts. Furthermore, company-internal communication suggests that lobbying and corporate social responsibility (CSR) are not joined up, which leads to mixed (external) messages sent from the company to policy-makers and the public.

The chapter focuses on one industry (automobiles) in one host country setting (EU).

Policy-makers, as well as companies that want to contribute to sustainability, could usefully adopt the concept of internalising external costs as a minimum proxy for sustainability. Companies that wish to promote sustainable development, or even wish to act in a consistent manner, might usefully examine their assumptions about the political process. This is particularly the case with MNEs as they operate in numerous jurisdictions.

The chapter integrates the MNE literature and the literature on international business (IB)–government interactions. The findings underline the importance of addressing both environmental issues and the relationships between policy-makers and MNEs, an area that can be further developed by extending the scope of the study to other industries in further research.

At the nexus of social movement and organizational studies is the question of how social movements matter to organizational processes, such as how anticorporate activism impacts corporations, markets, and industries. This chapter presents a framework for better answering this question. The chapter suggests that the contentious and private politics literature should be brought closer together to understand this phenomenon. Drawing on the concepts of scale shift and the political, industry, and corporate opportunity structures, the chapter illustrates how the contentious politics literature can be adjusted to help explain the outcomes of private politics.

Much like their residential counterparts, commercial leases have a reputation problem. Although often derided as painfully dull and mundane documents, residential leases have begun to be interrogated by socio-legal scholarship with renewed interest. This paper aims to continue this line of work in the commercial context through a detailed examination of a widespread form of leasehold in the pub sector: the “tied lease”.

The paper draws on interviews with 14 publicans and archival research.

The author argues that the lease is a decisive actor in determining the balance of power between publicans and pub-owning companies and shaping the physical environment of pubs in the UK.

The author’s broader agenda is to argue that socio-legal scholars’ renewed interest in leases should not be confined to the residential context: commercial leases warrant far greater socio-legal scholarly attention.