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Sherwood Forest is a mosaic of heritage, habitats and stakeholder relations. Scheme Manager, Steve Little, and Senior Lecturer in Museum Studies, Charlie Gregson, share their story of developing a working methodology in this complex landscape. By evaluating their relationship through the lenses of knowledge brokering and collaborative mentoring, they identify six themes relating to how their working environment evolved and functioned. Discussion finds significant overlap between collaborative mentoring, KE and the attainment of the Sustainable Development Goals in their ability to enable more nuanced and holistic changemaking that is contextualized in a deep understanding of need.

Knowledge brokering, a process by which an individual (or an organization) supports the transfer of research evidence into policy and practice, can improve evidence-based decision-making through knowledge exchange (KE) but is, on the whole, poorly defined in academia (Cvitanovic et al., 2017). This chapter seeks to contribute to the ‘necessary and urgent’ need for evaluation of KE in practice (Rycroft-Smith, 2022) by providing edited snippets of dialogue, analysis and key learning points. It is intended as inspiration and encouragement for academics, professionals, students and volunteers developing human-centric projects or design-thinking methodologies between universities and external partners.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

The Looking Glass simulation was developed by behavioural scientists at the Centre for Creative Leadership, North Carolina. Looking Glass, Inc is one of the best known examples of a realistic behavioural simulation. Such simulations allow managers to be studied and trained in situations closely approximating their natural environment. A condensed version of an article which follows one manager through the simulation is presented, giving an insight into the process of self‐assessment and self‐discovery that can take place.

Reflecting on recent questions concerning the meaning and implications of food “re-localization”, in this chapter we utilize the concept of “embeddedness” as an analytical tool to deepen and broaden the investigation of the relationships between food and territory. After pointing to some limitations inherent in the conventional use of the concept of the embeddedness, in the first part of the chapter we suggest a more holistic approach that takes into consideration its implications in the wider political, natural and socio-economic environments in which food networks develop and operate. In the second part of the chapter, we apply this holistic approach to the analysis of three alternative food networks in the South West of England: Cornish clotted cream, Steve Turton meats and West Country Farmhouse Cheddar Cheese. By focusing on the different dimensions of the territorial embeddedness of these networks, we attempt to show that their real distinctiveness comes from their variable ability to reconfigure (“re-localize”) the time-space and the spatial relations around them. Through this actively constructed process of re-localization, we argue, alternative food networks in the South West are signalling the emergence of a new agrarian eco-economy that is vertically (i.e., politically and institutionally) disembedded and horizontally (i.e., spatially and ecologically) embedded. As we discuss in the conclusions, this further complicates the competitive relationships between the alternative and the conventional food sectors, while also providing new insights into the likely sustainability of these networks and their contribution to rural development.

Commodity racism, as conceived by Anne McClintock (1995), describes a novel cultural formation, binding difference, power, and consumption to one another, a creation at the interface of imperialism and industrialism in the late 19th century that offered an emergent language to simultaneously make sense of difference, fashion identity, cultivate desire, and sell stuff. Importantly, as it remapped the world, placing peoples and cultures in ranked social locations, it also reconfigured gender, the body, and taste as it rerouted the flows between public and private spheres. At its core, as expressed quite clearly in the soap advertisements McClintock analyzes, commodity racism stated the (then) accepted facts of white supremacy, underscoring the propriety of imperial expansion and settling, in many ways, for consumers hailed through it the racial question of the day.

The purpose of this paper is to investigate whether, and under what conditions, an individual’s punitive intent in response to ethical misconduct is shaped by their perceived forgiveness climate, which is their perception of how forgiving their organization is.

This study used the survey method embedded within a vignette-based experiment involving working adults.

Results show that higher perceived forgiveness climate is associated with lower punitive intent when an experience of being forgiven is salient to the disciplinary decision maker and when there are mitigating circumstances surrounding the ethical misconduct. When an experience of being unforgiven is salient to the disciplinary decision maker, higher perceived forgiveness climate is associated with higher punitive intent.

This study presents a more nuanced perspective on the conditions that shape punishment decision making in response to workplace ethical misconduct. As the findings may be specific to the measures and vignette used, future research should explore the replicability of these results using other measures and types of ethical misconduct.

The paper alerts disciplinary decision makers to the potential influence of their perceptions of the organizational context and of their personal experiences on their punishment decision making, helping avoid inappropriately punishing subordinates, which can generate employee resentment and inflated turnover.

This is the first study that examined the relationship between forgiveness and punishment in response to ethical misconduct in a workplace setting.

“Praxis” is the stated goal of Radical Humanist scholarship. But, this has been a goal without realization, and without method. To our knowledge there is no record of the realization of this goal in a management context. This paper reports our effort to develop a method to achieve praxis – “dramatism” as suggested by the work of Kenneth Burke, our “field test” of dramatism in a business setting, and the extent of our “success.” Our partial success points to refinements in the method, as it applies to Critical Theory agenda. We conclude by re‐examining our understanding of praxis, questioning our purposes, and discussing the power of the method to affect the researchers.