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The social inclusion of youth is addressed from the perspective of goal-directed action in order to understand and foster it effectively. Conceptualized from the perspective of contextual action theory (CAT), the specific understanding of action as levels, perspectives and systems provides the basis to unpack the complexity of human action. One pertinent action system is identified as project. It refers to a series of actions over time with the same goal. Using this understanding, the social inclusion of youth is described though the joint actions and projects between youth and non-familial adults. These joint actions and projects include advocating for youth, providing instrumental knowledge and encouraging community involvement and civil engagement. CAT is also used to conceptualize and conduct research on the social inclusion of youth. Specifically, the action project method was used to describe the joint projects of both youth with disability and immigrant youth as these projects involved the youth’s social inclusion.

Develops a definition of action research that is particularly suitable for marketing and based on the articles in this issue of European Journal of Marketing, emphasising the breadth of action research in marketing and its distinctive interest in analytic generalisation, that is, in building a theory that extends beyond the particular situation that is being action researched to other situations.. The three sections of this commentary include: definition of traditional action research, action learning and case research. Second, drawing of four implications from the articles within this special issue about how action research can be done in marketing. Finally, presents a broad definition of action research in marketing.

Following the hundred-year, devastating tsunami in Banda Aceh, Indonesia, in 2004 where all was lost along the coast, a leading early childhood educator communicated with graduate students for assistance. Dr. Ratna Megawangi, Executive Director of the Indonesia Heritage Foundation, requested support, and a group of graduate students responded. The process to rebuild two preschools is discussed in this narrative as it describes how the graduate students enacted a transformational, transnational curriculum through a class-selected project.

Seeks to develop a model of different, contradictory, and even paradoxical, trends and approaches to management development (MD). Reviews current generic approaches to MD and offers a framework for the analysis of these approaches, based on Kolb’s work on experiential learning. Develops a four‐old analytical model which embraces both the practice and theory of MD in the UK and elsewhere. Makes brief mention of attempts to develop programmes for strategic managers, as opposed to more generic, usually operational manager‐oriented, programmes. Examines the relative paucity of advice on the development of strategic managers and whether there are qualitative differences between developing strategic and other managers.

The purpose of this paper is to evaluate key organisational processes in managing “safeguarding” in relation to the independent sector, the local authority delivery arm for care.

The methods employed were a telephone survey (one in five random sample of all residential and domiciliary providers in a local authority area) and follow up focus groups (n=2) of local authority staff and independent sector domiciliary and residential providers, in an action research framework. The survey was developed through expert members of a multi‐agency Project Reference Group.

Three survey domains (on “information”, “training” and “support and advice”) indicated high satisfaction, but “experience of investigations'” low rating raised questions for further exploration and were followed up in detail in the focus groups selected from providers with experience of safeguarding alerts. A number of issues were raised for local policy and for safeguarding more broadly.

The paper only assesses one local authority area. A more balanced systems approach is needed to manage safeguarding.

The involvement of the independent sector in safeguarding is under‐researched and the development of processes that encourage a research culture and a systems approach are exemplified.

Management training and development is currently in vogue. There appears to be a growing belief in the benefits of investment in training and development. When a market is buoyant is the time to consider and anticipate the consequences of a future downturn in demand. Such a downturn in demand may demonstrate increasing pressure to “justify” investment in training and development. There is a long established academic body of knowledge on the subject of evaluating training and development. From research evidence and the authors′ experience, the sponsors and the providers of training and development pay scant attention to systematic evaluation of these activities and investments. It is the authors′ contention that when the market′s critical assessment of the value of training and development increases there will be an increasing interest in evaluation. An overview of the history of evaluation traditions is provided and the state of play is commented upon. It is noted that there is a shortfall between theory and practice. It is argued that evaluation is a worthwhile and important activity and ways through the evaluation literature maze and the underpinnings of the activity are demonstrated, especially to management. Similarly the literature on evaluation techniques is reviewed. Tables are provided which demonstrate areas of major activity and identify relatively uncharted waters. This monograph provides a resource whereby practitioners can choose techniques which are appropriate to the activity on which they are engaged. It highlights the process which should be undertaken to make that choice in order that needs of the major stakeholders in the exercise are fully met.

This paper reports on an action research study that aimed to collaboratively develop a complementary therapy care intervention to augment palliative care choices available to nursing home residents with advanced dementia.

An action research design was adopted that consisted of a series of action cycles involving collaborative exploration, problem-solving planning, development and evidence gathering. A combination of mixed methods was used when gaining data at the different stages, including face to face delivered questionnaires, observational notes, focus groups, and the objective measure of the Neuropsychiatric Inventory adapted for Nursing Homes (NPI-NH).

Care home staff and relatives considered the use of Complementary Therapy to be a helpful intervention promoting that it can reduce a sense of loneliness and provide companionship for residents experiencing distress. Analysis of NPI-NH scores showed a reduction in presenting neuropsychiatric behaviours associated with stress and distress.

Differing levels of participant group engagement may affect this study’s findings as it was noted that care home staff provided a fuller contribution to the project in comparison to relatives.

Implementation guidance is needed when implementing complementary therapy within the nursing home practice to promote consistency and successful integration of an intervention that is not provided as routine care.

The findings of this study are encouraging and demonstrate the acceptability of complementary therapies to residents with advanced dementia, where positive impacts on otherwise difficult to address dementia symptoms related to stress and distress are highlighted.

Over the course of three years (2010-2013), the Carnegie Project on the Education Doctorate (CPED; a Consortium of 86 colleges and schools of education) Phase I institutions were involved in the Fund for the Improvement of Secondary Education mixed-methods, multi-case study. Data were collected from Primary Investigators, and stakeholders involved in the (re) design of a professional practice doctorate in education. At the conclusion of the research study, each institution was the recipient of a Critical Friends (CFs) Response Report. The purpose of this paper is to provide insights into the effectiveness of CFs in supporting institutional change by developing a collaborative environment in Higher Education.

First, the role of CFs, and Critical Friend Group (CFG) protocol is described. Second, analyzed data from CF Response Reports is reviewed. Lastly, recommendations for the application of the conceptual framing of CFs within the academy are discussed.

CF Response Reports reflect application of CFG protocol All CF Response Reports contained examples of both positive and cool feedback. This outcome supports previous research (Curry, 2008; Kuh, 2006; Butler et al., 2011) which suggest the protocol structure helped the CFs to focus in order to be supportive and positive. Fewer reports (12) identified institutional and program challenges. This may be a reflection of the dichotomy between friendship and critique which may lead to tension (Swaffield, 2005). A CF may be more likely to articulate a challenge in a face to face meeting knowing that any ensuing tension can be immediately addressed as opposed to stating the issues on paper with no immediate opportunity for the recipient to respond.

Several limitations of the data deserve attention. First, the data did not allow us to explore the relationship between CFs, actual practice, and doctoral program reform. Another limitation of the data are that it emanates from Phase I CPED institutions only. As such, these CFs may not be generally representative. The study would be strengthened if the work could be extended to include institutions from Phase II and III CPED institutions. As the authors continue to develop the understanding of critical friendship in academia the authors can apply this knowledge to support colleagues in their doctoral program reform and redesign.

Based on this study, it is possible to identify several recommendations that are instructive within a Higher Education context. Organizational change and specifically program (re) design is a complex process, and there is no clear certainty of success. Pragmatically, the impetus for utilizing the CF model should be intrinsic, developed by the institutions themselves. Organizational support, knowledge sharing, and communication is required to enable the CF model to be implemented with fidelity (e.g. presentations, and web site information).

Faculty may feel vulnerable and lacking in support, but the adoption of a CF model enables them to not only see the institution from a different perspective, but also helps them bring the familiar into a new focus. External institutional support can alleviate faculty vulnerability, enhance faculty resilience to in-house challenges, and facilitate institutional collaboration.

This study suggests that the external advocacy of the CF can positively impact change in the academy, and innovative doctoral program design by first fostering individual resilience to encountered challenges, and second enhancing institutional learning through institutional collaboration.