Moon, K., T. D. Brewer, S. R. Januchowski-Hartley, V. M. Adams, and D. A. Blackman. 2016. A guideline to improve qualitative social science publishing in ecology and conservation journals. Ecology and Society 21(3):17.http://dx.doi.org/10.5751/ES-08663-210317

In 2004 a bold experiment in the use of joined-up approaches to policy-making and implementation, best captured in the design of new policy architecture and the creation of a co-location model for service delivery, was undertaken to address the entrenched disadvantage of Indigenous Australians. In this article we report on inhibitors, explaining the under-performance of the joined-up experiment, and facilitators, which explain, in part, the existence of a small number of examples defying the broader trend.

This paper seeks to add to the discourse surrounding Olympic and Paralympic legacies by proposing a flexible research framework that draws from previous research on legacies. It is noted that the bulk of the research has focussed on summer Olympics with little interest in Winter Olympics and virtually none for either the Summer or Winter Paralympics. Using the legacy radar framework, ‘profiles’ may be generated to aid in the comparison between diverse legacies that may occur in different fields, such as sport, infrastructure, social capital, the environment and economic impacts, over a range of dimensions including time, place and costs. It is suggested that this framework has the potential for further development to reflect the changing agendas of host communities and interest groups. The dimensions include positive and negative legacies and metrics that may be applied across events.

Purpose – The purpose of this study is to demonstrate a relationship between learning organisation theory and the potential to retain knowledge workers. It emphasises that human resource (HR) managers must recognise specific relationships between learning organisation elements, job satisfaction facets and turnover intent as they emerge for their knowledge workers. Design/methodology/approach – A survey was undertaken sampling knowledge workers in the information technology (IT) industry. Measured on a Likert scale, the instrument was designed to explore the impact of learning organisation disciplines upon job satisfaction and the importance of job satisfaction in determining turnover intent. Findings – Analysis of the survey showed evidence of a relationship between learning organisation disciplines and turnover intent. All the learning organisation disciplines discussed in the paper correlated to at least one of the six job satisfaction dimensions, of which reward and challenge exerted the most significant influence upon turnover intent. Practical implications – The results suggest that three initial strategies should be implemented by HR managers in order to reduce possible staff turnover. The strategies identified are first, linking shared vision, challenge and systems thinking together via personal mastery; second, being more critical of which mental models are developed and shared within the organisation; and finally, developing team learning systems throughout the organisation. Originality/value – This study emphasises that HR managers should recognise specific career needs for their knowledge workers and that adopting appropriate strategies will increase retention.