Suchergebnisse

Employers must promptly incorporate changes required by new amendments into workplace policies, practices, forms and training.

Résumé Dans cet entretien, Andrew Abbott revient sur sa trajectoire intellectuelle et personnelle. Parcourant plus de quatre décennies de recherche et d'enseignement, il aborde plusieurs thèmes qui ont été centraux dans son travail. Il évoque en particulier sa critique du positivisme, formulée dans les années 1980 et qui lui a permis d'interroger les méthodes des sciences sociales, les formes de savoir qu'elles autorisent, et l'inconscient épistémologique de la sociologie étatsunienne. L'entretien est surtout l'occasion pour lui d'évoquer en détail sa théorie processuelle du monde social en cours d'élaboration. Abbott en explicite les fondements et la positionne par rapport à différents auteurs contemporains ou passés.

Public institutions such as universities and hospitals are being increasingly encouraged by social movements to direct their substantial foodservice budgets toward supporting local farmers and producers. This paper examines a key obstacle to the buy local challenge: the transnational corporations who are contracted by many public institutions in North America to provide foodservices. The institutional food sector is dominated by three large transnational foodservice corporations: Compass Group, ARAMARK, and Sodexo. It is their centralized supply chains and management structures, along with a dependence on prepared and "ready to eat" food, that are barriers to local food procurement. Up to this point, there has been little scholarly attention to the origin and organization of these corporations. This paper's examination of the history and political economy of the institutional foodservice industry illustrates a long association between these companies and public-sector goals over the last 70 years. Comparing past public-sector goals to contemporary campaigns directed at institutional foodservice is therefore instructive. We examine three different political economies that have fostered the development of these corporations: the Second World War, the post-war era from 1945 to the 1970s, and the neoliberal era beginning in the 1970s through today. While recognizing that the barriers to local procurement are real, we also argue that the structure and competitive dynamics of these corporations offer opportunities to make positive changes.

There are serious unanswered questions about how recent humanitarian reforms impact on how humanitarians are perceived in the field and their ability to provide timely and appropriate assistance to those most in need. Adapted from the source document.

NikeGO was initiated in 2002 by the Nike US Community Affairs Division to address a growing need: to provide youth a safe environment in which to be physically active. Nike collaborated with several organizations across the country and offered an array of programs to foster developmentally appropriate physical activity among youth through their influencers (e.g., teachers, coaches). These programs reached youth in underserved areas ranging from urban inner cities to rural Native lands through various channels and settings including schools, Boys and Girls Clubs, YMCA's, youth sports organizations, and others. Objective and subjective measures were used to determine the reach of the program, the dose of physical activity, the "fun" level of the activities, changes in youths' self-esteem and self-concept, and the likelihood of continued participation. Many older youth gained leadership skills in the process. Overall, the programs have been successful in reaching "hard to reach" youth and engaging them in the positive, developmentally sensitive, health behaviors.