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This paper aims to examine whether the money laundering/terrorist financing (ML/TF) model excludes important aspects of terrorist resourcing and whether the terrorist resourcing model (TRM) provides a more comprehensive framework for analysis.

Research consisted of case studies of resourcing activities of four listed terrorist organizations between 2001 and 2015: the Liberation Tigers of Tamil Eelam (LTTE), Hamas, a grouping of Al Qaeda-inspired individuals and entities under the heading “Al Qaeda inspired” and Hezbollah.

The most prevalent resourcing actors observed were non-profit organizations/associations, and the most prevalent form of resourcing was fundraising that targeted individual cash donations of small amounts. Funds were pooled, often passed through layers of charitable organizations and transmitted through chartered banks. The TRM is indeed found to provide a more comprehensive framework for identifying sources of resourcing and points of intervention. However, it does not in itself recommend effective means of response but it has implications for counter-resourcing strategies because it identifies resourcing actors and nodes where counter-resourcing could occur.

This paper advances the state of knowledge of terrorist resourcing activities in Canada and about the value of doing so through the analytical lens of the TRM as opposed to the predominant ML/TF model.

There is a need to understand resourcing issues when reconstructing the built environment in a post‐disaster situation. The purpose of this paper is to determine the resourcing difficulties that are likely to face the international practitioners in post‐disaster reconstruction by identifying and comparing the factors that affected resource availability following natural disasters in Indonesia and China respectively.

The research methodology included field‐based questionnaire surveys, semi‐structured interviews and observations. A comparative analysis was used to extract similarities and differences with regard to resourcing approaches in Indonesia and China.

Despite the different resourcing approaches adopted in Indonesia and China in their recovery from large‐scale disasters, there are common issues facing post‐disaster reconstruction stakeholders, including competence of the implementing agencies, capacity of transportation, governance and legislation, and market conditions. Specifically, community‐related housing features played a dominant role in donor‐driven resourcing practice in post‐Indian Ocean tsunami reconstruction in Indonesia, whereas factors related to project control and management primarily contributed to resourcing performance of Chinese reconstruction specialists following the Wenchuan earthquake.

To solve resourcing problems, countries need to create an enabling environment and build institutional capacity. The cross‐cultural comparative analysis encourages policy makers and practitioners to exchange experiences from recent recovery operations.

The paper illustrates the infrastructural and institutional weaknesses that hindered effective resource procurement during post‐disaster reconstruction in Indonesia and China. The research findings show common areas in need of improvement in other disaster prone countries, along with the issues to be addressed in the donor‐led or contractor‐led resourcing practice in the two studied countries.

The purpose of this paper is to understand the resourcing issues that concern the provision of resources required for reconstruction projects after a disaster and to enable them to be integrated into a holistic planning process.

Triangulation methodology is adopted in this paper including both quantitative and qualitative methods. The quantitative approach, namely statistic analysis with the aid of questionnaires and SPSS is employed to identify the key factors affecting resource availability in post‐disaster reconstruction situations. The qualitative semi‐structured interviews and desk reviews of government and media documents are conducted to further interpret outcomes in the questionnaire session.

Based on empirical research, the major finding of the paper is that in order to arrive at a resilient and sustainable built environment after a disaster, resourcing efforts should be made around four components – resourcing facilitator: legislation and policy; resourcing implementer: construction industry; resourcing platform: construction market; and resourcing access: transportation system.

The original part of this paper is in raising the importance of resourcing for achieving a resilient post‐disaster built environment, and in presenting a thorough overhaul of the resourcing components. The paper also offers a vision of comprehensive planning and preparedness to facilitate resourcing operations in post‐disaster reconstruction; pinpoints possible constraints inherent in post‐disaster resourcing environment; and provides a direction‐setting framework to achieve the vision with built environment resilience considerations incorporated.

The purpose of this paper is to provide a basis for the construction professionals and stakeholders to understand the critical factors influencing resource availability in a post‐disaster situation. The study reported in this paper is part of ongoing research concerned with developing a methodology to improve the outcomes of resource availability for projects in post‐disaster environments. This study attempts to address the following questions: what factors impinge upon the availability of resources in a disaster recovery project and what are the common resource availability determinants across different recovery environments?

The method of analysis in this investigation is a comparative case study. The researchers took part in disaster field trips to Indonesia, China and Australia during their recovery from natural disasters. By using case studies and a triangulation method, critical factors that affected resource availability in the three examined countries were identified and compared.

A comparative analysis shows that specific cultural elements, the socio‐economic environment and the political agenda in the three countries influenced their resourcing problems and the solutions they adopted. Despite different resourcing approaches in the three cases, competence of construction professionals, and government response and intervention were identified as common determinants to resourcing disaster recovery projects.

The research findings contribute to the project management methodology to post‐disaster reconstruction.

From this research, decision makers and construction practitioners can have a clearer direction for improving their resourcing effort in a post‐disaster situation. This study provides a basis for the construction professionals and stakeholders to understand the critical factors influencing resource availability in a post‐disaster situation, with a view to enhancing their capability of managing disaster recovery projects.

A comparative analysis of three cases provides a multi‐perspective view of the resourcing issues in a post‐disaster situation. As many problems are faced in disaster recovery projects, resource availability intrinsically links to chronic conditions of vulnerability in existence in the broader social system prior to a disaster. The five aspects of resourcing discussed in the paper show the key areas of recovery planning in relation to resource availability.

In large and complex disaster recovery operations, the availability of resources is bound to be limited. Identified resourcing problems are likely to be universal and can be anticipated and pre‐planned for, irrespective of the environment when a disaster happens. The paper provides a basis for the construction professionals and stakeholders to understand the critical factors influencing resource availability in a post‐disaster situation.

This paper aims to explore how sales managers make resourcing decisions with particular focus on their perceptions of outsourcing.

This paper is based on in-depth interviews with 29 senior sales managers from a variety of industry sectors based in the UK. All had more than five years’ experience of making resourcing decisions.

The findings are that resourcing decisions are prompted by cost pressure, the need to access skills or to improve flexibility. Outsourcing preferences are strongly moderated by perceived reputational risk. Availability of suitable suppliers and the ability to manage outsourcing are also practical moderators.

The sample was purposeful in identifying and accessing senior respondents in substantial companies with extensive experience, but it was not random.

Respondents reported a lack of information available when making resourcing decisions; the model proposed provides a framework by which sales managers can identify the factors which should be taken into account and the information they need to make objective evaluations of resourcing options.

It has been acknowledged in prior literature that there is relatively little outsourcing of sales activities. This is the first exploratory study of the perceptions of sales managers about resourcing options and the first conceptualisation of how sales resourcing decisions are made.

Racially traumatic events – such as police violence and brutality toward Blacks – affect individuals in and outside of work. Black employees may “call in Black” to avoid interacting with coworkers in organizations that lack resources and perceived identity and psychological safety. The paper aims to discuss this issue.

The paper integrates event system theory (EST), resourcing, and psychological safety frameworks to understand how external, racially traumatic events impact Black employees and organizations. As racially traumatic events are linked to experienced racial identity threat, the authors discuss the importance of both the availability and creation of resources to help employees to maintain effective workplace functioning, despite such difficult circumstances.

Organizational and social-identity resourcing may cultivate social, material, and cognitive resources for black employees to cope with threats to their racial identity after racially traumatic events occur. The integration of organizational and social-identity resourcing may foster identity and psychologically safe workplaces where black employees may feel valued and reduce feelings of racial identity threats.

Implications for both employees’ social-identity resourcing practice and organizational resource readiness and response options are discussed.

The authors present a novel perspective for managing diversity and inclusion through EST. Further, the authors identify the interaction of individual agency and organizational resources to support Black employees.

Organizational characteristics and systemic structures that prioritize and resource teacher professional growth and collaboration are central to the role of districts in developing the ongoing professional growth of teachers. Yet, a key challenge facing districts is a lack of existing systemic structures to support professional growth to foster large-scale instructional improvement. The purpose of this paper is to explore how an organizational resourcing model might be used to build districts’ collective capacity to implement the cornerstones of a professional growth system.

An explanatory case study, in the context of a partnership between a university-based intermediary and three California school districts, is used to illustrate how districts applied a theory of resourcing as a sustainable capacity-building approach.

The findings of this paper demonstrate that, to varying degrees, participating districts were able to enact elements of professional growth systems through a recursive interaction of schema shifts, resource use, and intentional actions, supporting a practice-based theory of organizational resourcing. While university intermediaries can both mediate and enable the success of locally designed professional growth systems through a supported resourcing model, the key to sustaining change efforts are cross-role organizational schema shifts and actions taken to operationalize underutilized existing, latent resources.

Case studies do have limitations including not being able to make generalizations from the findings and conclusions.

The corpus of research on educational reform and organizational learning in educational research situates the school as the organizational unit of change. This study contributes to the research by elevating districts as the lever of organizational change for resourcing teacher professional growth systems.

Grounded in contingency theory and strategic fit theory, the goal for this research was to determine if managers differentiate in terms of the degree of partnership when allocating resources for planning, joint operating controls, communication and other management components to relationships and if this differentiation is based on the Partnership Model (Lambert et al., 1996).

In total, 381 managers representing 31 relationships participated in one-and-a-half-day partnership meetings, and the authors analyzed how the management components were implemented in each relationship compared to the recommendations in the Partnership Model.

Managers did not differentiate types of partnerships which led to over-resourcing relationships with low potential and under-resourcing those with the highest potential for creating value. The principles of contingency theory and strategic fit were not used for managing relationships.

Contingency theory combined with the relationship view suggests that management components should not be implemented at the same level for all relationships, but in the 31 relationships studied different partnership types were not managed based on their potential.

The research reinforces the need for a formal structure like the Partnership Model to establish joint goals for a relationship and guide management in implementation.

Effective supply chain management depends on the ability of managers to differentiate among partnership types and fit relational mechanisms that are appropriate. However, researchers tend to generalize their findings to all partnerships regardless of potential. The authors found support for the Partnership Model published in IJLM in 1996 as a method to resource different types of partnerships following the contingency perspective and strategic fit theory.

The principles of stock control are used to show how they can be usefully applied to employee resourcing. A computerised simulation model is presented which gives personnel specialists the opportunity to be proactive, allowing them to determine the most appropriate employee‐resourcing strategy, whether this is a system based on periodic review, acquisition of batches of employees of a fixed size or of variable size, or even through the almost universally applied strategy of reactive acquisition.