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This paper aims to describe the design and evaluation of a pilot leadership development programme for infection prevention and control (IPAC) professionals during the COVID-19 pandemic. The programme’s aim was to improve IPAC knowledge and capacity in the health-care system by developing the leadership skills and capacities of novice and advanced Infection Control Professionals (ICPs), to respond flexibly, and competently, in their expanding and ever-changing roles.

The leadership programme was piloted with seven nurses, who were part of a clinical nursing team in New South Wales, Australia, over a 12-month period between 2021 and 2022. The programme was designed using a leadership development framework underpinned by transformational leadership theory, practice development approaches and collaborative and experiential learning. These principles were applied during programme design, with components adapted to learners’ interests and regular opportunities provided for collaboration in active learning and critical reflection on workplace experiences.

The authors’ evaluation suggests that the programme was feasible, acceptable and considered to be effective by this cohort. Moreover, participants valued the opportunities to engage in active and experience-based learning with peers, and with the support of senior and experienced ICPs. The action learning sets were well-received and allowed participants to critically reflect on and learn from one another’s experiences. The mentoring programme allowed them to apply their developing leadership skills to real workplace challenges that they face.

Despite a small sample size, the authors’ results provide empirical evidence about the effectiveness of using a practice development approach for strengthening ICP leadership capacity. The success of this pilot study has paved the way for a bigger second cohort of participants in the programme, for which further evaluation will be conducted.

The success of this leadership programme reflects both the need for leadership development in the IPAC professions and the applicability of this approach, with appropriate facilitation, for other professions and organizations.

ICP leadership programmes have not been previously reported in the literature. This pilot study builds on the growing interest in IPAC leadership to foster health system responsiveness and change.

This is the tenth article on business and law (BSL) databases in a continuing series of articles summarising and commenting on new database products. Two companion articles have appeared, one covering science, technology and medicine (STM) in Online & CDROM Review vol. 21, no. 4 and the other covering social science, humanities, news and general (SSH) in Online & CDROM Review vol. 21, no. 5. The articles are based on the newly appearing database products in the Gale Directory of Databases. The Gale Directory of Databases (GDD) was created in January 1993 by merging Computer‐Readable Databases: A Directory and Data Sourcebook (CRD) together with the Directory of Online Databases (DOD) and the Directory of Portable Databases (DPD).

The merger and acquisition activities of the past two decades have brought about dramatic structural and strategic changes in the retail industry. Retail experts envision this consolidation as a necessary survival tactic for retail formats, especially the department store format, adding that the surviving chains will be bigger and better. Intuitively, such a progression is logical, but is bigger necessarily better? A sample of 89 apparel retailers who had acquired another firm between 1973 and 1992 was examined to determine if, as experts suggest, retail firms do indeed perform better after acquisition. The average pre‐acquisition ROE, ROS and ROA was compared to the average post‐acquisition returns with a sign rank test to determine the number of firms exhibiting +/− change and tested to determine if the trends exhibited were significant. Results indicate that 51 apparel retailers in the sample did indeed experience greater ROS post‐acquisition and 53 experienced greater ROA. However, 55 of the 89 firms experienced lower ROE after an acquisition. Strategies for determining appropriate means for retail growth are briefly discussed.

This study aims to consider the impact of market orientation and learning orientation on organisational performance in the context of small- and medium-sized enterprises (SMEs) in Cape Town, South Africa. SMEs play a vital role in developing countries’ economies given their large contribution towards employment and the economic output (gross domestic product). However, many SMEs struggle to implement practices that are used to successful ends by their corporate counterparts. In view of this, this study sought to probe this issue within an emerging market context.

A survey of 162 enterprises, using partial least squares -structural equation modelling path modelling, was used to link the constructs of market orientation, learning orientation and organisational performance.

The results revealed a significant relationship between market orientation and organisational performance. However, in contrast to other studies in the developed world, this study found that learning orientation has neither a significant effect on organisational performance nor a moderating effect on the relationship between market orientation and organisational performance of SMEs.

The implications of these findings suggests that, inter alia, the organisation’s implicit marketing plans should be made explicit and shared with employees throughout the enterprise. Moreover, owners and senior managers should embrace a positive marketing philosophy and optimal organisational structure, as well as be willing to assume risks to achieve organisational objectives. However, further research is advocated to understand the nuances distinguishing developing and developed countries.

This is one of the first studies to consider the interrelationships between market orientation, learning orientation and organisational performance in the context of SMEs within an emerging market setting. To the best of the authors’ knowledge, this is pioneering research in the South African domain.

Since the global financial crisis of 2007-2009 academic research has paid considerable attention to understanding the nature of the crisis, its causes and consequences. This is not surprising given the scale and scope of the crisis. Much of this research has been undertaken within social science disciplines. At the same time, the crisis has also been the subject of fiction – novels, poetry and drama, and there is also a small body of academic scholarship on fiction relating to the crisis (and on finance in fiction more generally). The purpose of this paper is to suggest that fiction can offer a new perspective on the global financial crisis and thereby enhance our understanding of it.

This exploration draws upon three works of post-crisis fiction: the 2009 play by David Hare, The Power of Yes: A Dramatist Seeks to Understand the Financial Crisis (hereafter The Power of Yes); Other People’s Money, a novel by Justin Cartwright (2011); and Robert Harris’s novel The Fear Index also published in 2011. Its approach is based on close readings of the three texts in question.

Finance fiction stimulates a reconceptualization of the global financial crisis as a crisis of innovation and technological change.

This paper is a viewpoint article. The originality lies in the author’s interpretation of reading the global financial crisis through fiction.

People who are “othered” confront an epistemic injustice that silences and discards their knowledge. Rather than being actors in their own future, people in positions of authority dictate prescriptive procedures, removing marginalized individuals – and often the communities that care about them – from participating in what could be real and sustainable solutions to harmful social conditions. These injustices create us/them narratives, which can become social landmines that may explode under pressure. Restorative practices prize shared learning and decision-making to harness collective energies around a common purpose to repair relationships. Dialogue facilitated in a circle format ritualizes acts of inclusion and utilizes the power of followership – those without formal authority – to create a shared understanding. Revealing complexities beyond a myopic us/them perspective expands cognitive empathy and refocuses participants on unmet needs to help defuse social landmines. This chapter illustrates three inclusive circle processes that can be employed to uphold human dignity by affirming belonging within a diverse community and honoring all people’s voice and agency. Dialogue circles respond to the injustice of being othered by granting people the right to interpret their own lives. In Detroit, Guatemala, and Singapore, facilitated circles create space for reciprocal storytelling and foster social connections among neighbors, police, and migrants. Most significantly, people become stewards of their future, not problems to be managed, kindling life-affirming resolve collectively supported within their communities.