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The environment has become an increasingly prominent consideration across the third sector in the UK. However, while there has been an 'audit explosion' in relation to demonstrating the social mission of third sector organisations (TSOs), this has not transferred to the management of environmental impacts. This paper offers the first assessment of the development and adoption of environmental management systems (EMSs) across the third sector. Through a comparison with the experience of the private sector, analysis of key documents, interviews with third sector and government actors, and case studies of TSOs that have applied and/or adapted EMSs, the paper provides evidence of a relatively low level of innovation in this area. The paper concludes with reflections on the tensions associated with the future development of EMSs across the third sector, in particular the ambiguous role of government policy. [ABSTRACT FROM AUTHOR]

In this paper we develop new insights on science governance at a time when an emphasis on public engagement in responding to questions of trust in science is giving way to a more systemic and networked perspective. In a meta-analysis across seventeen UK public dialogue processes we identify five spheres of public concern about the governance of science and technology relating to: the purposes of science; trust; inclusion; speed and direction of innovation; and equity. Forty in-depth interviews with senior UK sciencepolicy actors reveal highly partial institutional responses to these concerns and help explain the underlying processes that close down, and at times open up, reflection and response on public values. Finally, we consider the implications of this analysis for the future of science governance, prospects for more anticipatory, reflexive, and inclusive forms of governing, and the roles for critical social science inquiry. [ABSTRACT FROM AUTHOR]

With this paper we explore how differing forms of entrepreneurial learning are facilitated within the context of business incubation. To support new technology venturing, university business incubators offer their tenants professional support and advice plus exposure to entrepreneurial net- works with the objective of assisting them to address associated liabilities of newness. Accordingly, new venture founders are offered access to a range of resources to assist them in learning how to commercialize technological ideas. Entrepreneurial learning can be deemed explorative or exploitative; we explore how business incubation assists entrepreneurs to leverage these differing learning approaches to generate a secure resource base within the firm. From case-study evidence we suggest business incubation is effective in aligning a balance of learning approaches which support future growth prospects and add competitive advantage to young, fragile firms. We conclude by suggesting that incubator managers are critical actors in facilitating appropriate learning environments for new technology entrepreneurs. [ABSTRACT FROM AUTHOR]

This paper presents a review and interpretation of the apparent inertia and resistance to change that has characterised the last twenty-five years of UK policing. We argue that attempts to introduce New Public Management to policing have not proved as effective as in other public services, Most of the activities of the police have explicitly spatial consequences yet, we argue, the slow diffusion and adoption of geographic information systems (GIS) and other technical innovations has been a particular issue. The current round of political aspirations to reform policing depend in large part on a rapid increase in the efficiency and effectiveness of police management information systems and their deployment at strategic and tactical levels. Generic opportunities and constraints arising in the field of geographic information science are identified and summarised followed by a critical appreciation of current GIS deployment in policing. Direct practical experience in GIS policing applications is used to outline observed barriers to progress and also forms the basis for a number of strategic recommendations. [ABSTRACT FROM AUTHOR]