Suchergebnisse

In 2016, the South Australian Government proposed expanding the use of Home Detention ('HD') sentences. A key concern of government and community alike regarding HD sentences has to do with the eligibility of prisoners for the sanction and, more specifically, the likelihood that individuals serving HD sentences will pose a threat to public safety when they are serving their sentences in the community. The aim of the current study was to establish baseline empirical evidence about: (a) the profile of prisoners serving HD sentences in the state; (b) factors associated with breaches of HD sentences; and, (c) the nature and extent of reoffending by prisoners serving HD sentences. The sample consists of a cohort of prisoners released to HD in South Australia between June 2014 and June 2015 who were followed until June 2017. The results show that the most robust predictors of breaches of HD orders and returns to custody were risk assessments while prisoners were in custody. Furthermore, prisoners convicted of violent offences who received a HD sentence were less likely to return to custody compared to those who committed non-violent offences. Finally, the vast majority of offences for which prisoners returned to custody following a HD order were administrative offences.

We contrast life-cycle and path-dependent views of entrepreneurial firms by examining the evolution of top management teams. We show how initial conditions constrain subsequent outcomes by demonstrating that the founding team's prior functional experiences and initial organizational functional structures predict subsequent top manager backgrounds and later functional structures. We find that narrowly experienced teams have trouble adding functional expertise not already embodied in the team. We also find that firms beginning with a limited range of functional positions are less likely to develop complete functional structures. Importantly, we do not find functional structure and functional experience to be interchangeable. We find that firms beginning with more complete functional structures are likely to go public faster, and firms beginning with broadly experienced team members obtain venture capital more quickly regardless of the experience and structural composition of the top management team in place at the time of these outcomes. Further, broadly experienced founding teams that build an early team with a full complement of functional positions achieve important milestones faster than firms that start with neither experience nor structure. This suggests that creating positions as "placeholders" in new ventures, where positions are created and filled with the intent of bringing individuals with more relevant experience onboard later, is not obviously a path by which to succeed. By examining the origins of top management team experience and functional structures, we illustrate the lasting imprint of founders on top management team composition and firm outcomes.

This volume is the product of an interdisciplinary gathering of scholars convened with generous support of the Canadian Social Science and Humanities Research Council. It presents new theoretical and empirical papers that examine aspects of the changing nature of jobs and work in organizations from multiple perspectives and methodologies.

Differences in management behavior across organizations are attributed to differences in priorities and objectives or differences in the style and preferences of the individuals involved. This volume challenges this image by attending to the extra-organizational and extra-individual forces that shape and constrain how work is structured in organizations. The authors focus their attention on work within and between organizations and emphasize the ways in which the jobs are defined, the power and autonomy they engender, the opportunities that are afforded, and the constraints that are imposed, are continuously contested not only at the individual level, but also at a more aggregate and collective level. This volume is the product of an interdisciplinary gathering of scholars convened with generous support of the Canadian Social Science and Humanities Research Council. It presents new theoretical and empirical papers that examine aspects of the changing nature of jobs and work in organizations from multiple perspectives and methodologies.