Advocacy 20 years on from Hampel: is it time we revisited the postgraduate teaching of advocacy?

This paper seeks to discuss the teaching of advocacy as a discipline with specific reference to the way in which advocacy is taught on the Bar Professional Training Course in England and Wales. The Advocacy Training Council favours the Hampel Method of teaching advocacy first developed more than 20 years ago in Australia. The paper seeks to review the use of the Hampel Method by offering a critique of behaviourist learning theory from a constructivist standpoint and putting forward alternative teaching techniques which are in harmony with the principles of constructivism, experiential learning and productive failure. We conclude that the teaching of advocacy can be improved and that greater scholarship is needed in this important area to ensure students are taught using the best techniques.     

“Internationalizing the curriculum:” challenges to public administration

It is tempting to “internationalize the curriculum” in professional graduate programs by adding courses and units that deal with strategies to improve the international competitive position of the United States. The study considers three strategies for dealing more credibly with international and global issues. The more difficult and challenging are those that attempt to incorporate multi- and interdisciplinary activities. The study describes several topics with global implications that would benefit from interdisciplinary study. In the meantime, the traditional perspective of Public Administration is not very relevant to global concerns because of the close connection to nation-states and hierarchical organizations. There are, however, a number of trends in the field that could enhance its ability to contribute to a global perspective such as a growing attention to new institutional arrangements, more emphasis on consultations rather than regulatory controls, and more interest in the role of managers.     

Learning to Pull the Strings after Suez: Macmillan’s Management of the Eisenhower Administration during the Intervention in Jordan, 1958

This analysis re-instates the importance of the 1958 British intervention in Jordan within the study of Anglo–American relations and the revisionist literature on Suez. It does so by challenging the idea of British subservience to American foreign policy after the 1956 crisis, and it reveals two key lessons learnt by London: that Britain’s economy, power, and influence were in decline and that Britain could no longer intervene in the Middle East without American support. Having learnt these lessons, Prime Minister Harold Macmillan proved to be a shrewd political actor who used the opportunity of the Jordan intervention to turn the policy of the Dwight Eisenhower Administration to British ends, regaining Britain’s maximum power and prestige for the minimum loss of resources.     

Business model–dynamic capabilities and open innovation initiatives in research-intensive organisations: A case of Australia's national science agency

Publicly funded national science agencies create value as innovation catalysts and through their scientific and research missions, they tackle wicked problems. Understanding how dynamic capabilities and business model innovation enable research-intensive organisations to seize the market in the mission is key to translating bold new science that has impact. We qualitatively explore how Australia's national science agency—the Commonwealth Scientific Industrial Research Organisation (CSIRO)—has pursued open innovation to support business model–dynamic capabilities in an evolving publicly funded landscape. We reflect on the value of open innovation initiatives that have allowed the CSIRO to ambidextrously pursue world-class science while achieving impact.

Points for practitioners

• Dynamic capabilities and business model innovation are strategic tools for publicly funded national science agencies seeking to seize the market in the mission.
• We examine a case of business model–dynamic capabilities in CSIRO.
• Open innovation has been important for CSIRO as part of an ambidextrous approach.