Using survey data to explore preschool children’s ethnic awareness and attitudes

This article presents the findings of a large-scale survey (n = 1049) of ethnic awareness and attitudes among three to four-year-old children in Northern Ireland. In drawing upon and applying Bourdieu’s notion of habitus, the article demonstrates how, even at this age, the children are already beginning to embody and internalize the cultural habits and dispositions of their respective ethnic groups; namely the Protestant and Catholic communities. This is illustrated in the present article in relation to the children’s attitudes towards particular national flags and awareness of specific sports associated with their respective communities. Informed by the work of Bourdieu, the article concludes by arguing for the need for greater use of quantitative methods in conjunction with in-depth qualitative and ethnographic research to help further our understanding of the influence of ethnicity in young children’s lives.

Strategic Complexity and Success - Small Firms Strategies in a Mature Market

his paper develops a typology of strategic options for small firms in the furniture industry and examines the extent to which firms are re-engineering their strategies in response to profit performance. Empirical analysis is based on data from 39 firms with between 10 and 100 employees in the Irish furniture industry. Three main results emerge from the analysis. First, firms in the Irish furniture industry predominantly adopt “simple” business development strategies. Secondly, in terms of profit performance, we find no evidence that simple strategies unambiguously outperform more complex approaches. Instead, the success of both simple and complex business strategies is directly related to the strength of firms’ resource base. Finally, systematic differences were found in firms’ ability or willingness to re-engineer their strategies in the light of their profit performance.

Firms and Innovative Conflict Management Systems in Ireland

This article examines the practices adopted by firms in the Republic of Ireland to manage conflict involving groups of employees, focusing in particular on the uptake of 'alternative dispute resolution practices'. The article reveals that conflict management practices take the form of 'systems', and it estimates the incidence of innovative conflict management systems, incorporating alternative dispute resolution (ADR) practices, as involving about 30 per cent of firms. A series of influences are shown to be associated with innovative, ADR-based conflict management systems, especially commitment-oriented HRM practices and whether unions are recognized. © Blackwell Publishing Ltd/London School of Economics 2010.