Discovering culture-led regeneration in Dundee

The arts and culture sectors have been shown to contain considerable potential as driving forces for regeneration. Following a series of physical, economic and community regeneration initiatives in the city of Dundee, an arts and culture-based strategy is now being followed which would seem to offer a means by which sustainable regeneration achievements can be made. While this initiative has been integrated with other aspects of regeneration in the city, a broader, strategic approach to culture-led regeneration would seem to be necessary for maximum benefits to be obtained.     

历史的教训：逆向思维者胜

经济动荡期的管理是一种至关重要的商业能力。在经济低迷期,良好的企业管理不仅能够使企业的经营业绩优异于竞争对手,而且,在经济低迷期建立起来的竞争优势更具有可持续性。     

Who is considered an ‘older worker'? Extending our conceptualisation of ‘older’ from an organisational decision maker perspective

A refinement of the construct of age, specifically ‘older’, is recognised as a critical measurement concern for experts in both ageing research and policy formation. In this context, we set out to both chronologically define an ‘older worker’ and to identify on what basis the age of ‘older’ is determined. In doing so, we draw on open‐ended survey data (collected in 2011) from a sample of 407 organisational decision makers across all industries in Ireland. Our focus was specifically on the perspective of organisational decision makers because these individuals will be instrumental in facing the challenges associated with workforce ageing. The results show that workers are considered as ‘older’ at a younger age than might be expected and that decision makers conceptualise workers as ‘older’ using various approaches in the organisational context. Our findings contribute to the literature in three ways: firstly, by providing an important empirically derived understanding of the term ‘older worker’; secondly, by empirically examining previously suggested ‘possible’ indicators of age; and thirdly, by demonstrating that these indicators are conceptually and empirically distinct, advancing theory on the concept of age in the workplace.     

HIGHWAY SAFETY AND THE 65-mph SPEED LIMIT

A Federal Highway Bill was enacted in 1987 in response to many state governments' increasing concerns that the 55-mph national maximum speed limit was unduly restrictive. The bill permitted states to raise the maximum speed limit to 65 mph on most rural interstate highways, which historically have been the safest. The state of Indiana reacted promptly to the enabling legislation by raising the maximum speed limit on its rural interstate highways to 65 mph as of June 1, 1987. This paper uses cross-section/time-series data to estimate a model of highway safety. The primary empirical finding is that the higher speed limit on rural interstates has increased the incidence of total and injury interstate accidents but not of fatal interstate accidents. However, for the state as a whole, the relaxed speed limit has reduced total and injury accidents with no effect on fatal accidents. This indicates that the impact of speed limit legislation on non-interstate roads has more than offset its effect on interstate highways.     

Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support

This article examines how employee perceptions of supervisory and organizational support for work–life balance, in addition to the number of work–life balance programmes available, predict a number of work–life balance outcomes including role conflict, job satisfaction, family satisfaction and turnover intentions in a sample of large private and public sector organizations in Ireland. The attitudes of HR managers towards work–life balance programmes are also explored. To account for the nested structure of the data, analyses were conducted using hierarchical linear modelling. We found that perceptions of work–life supportiveness as measured at the HR manager and immediate supervisor levels affect employee uptake of work–life programmes, employee work–life balance outcomes and turnover intentions.