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This article explores women's experiences of accessing social support from traditional sources during venture creation and identifies the key aspects of social support desired, required and sought. It explores how an online coaching programme could provide the specific types of social support that would be most effective in assisting female entrepreneurs during venture creation. A study is presented based upon interviews with 30 established and 30 potential female entrepreneurs. The findings suggest that an online relationship with a dedicated coach of the same gender could provide the required support in terms of quantity and quality in respect of all functional aspects of social support.

PurposeThe purpose of this literature review is to provide an intervention model, which can be used by organisations to combat sexual harassment in the workplace. Sexual harassment has been somewhat ignored over recent years, with much of the academic literature focusing on harassment specifically on workplace bullying, or psychological harassment of a generic nature. For the purpose of this review, the authors have specifically reviewed individual and organisational antecedents, particularly focusing on the organisation's culture and training programmes.Design/methodology/approachA review of the sexual harassment literature has been conducted to examine primary, secondary and tertiary interventions to combat sexual harassment in the workplace.FindingsThere are a variety of antecedents of sexual harassment which can be examined; these cover three main categories: groups and individuals; organisational and situational; and societal. Sexual harassment should be seen as an issue which needs to be addressed by the organisation, rather than simply increasing and improving an individual's skills in order to deal with harassment (Fitzgerald and Shullman).Originality/valueThis paper provides an up‐to‐date review of the sexual harassment literature and from this provides a model, which organisations can utilise when attempting to tackle the problem of sexual harassment.

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BackgroundOn average, people with schizophrenia and psychosis die 13–30 years sooner than the general population (World Psychiatry 10 (1):52–77, 2011). Mental and physical health care is often provided by different organisations, different practitioners and in different settings which makes collaborative care difficult. Research is needed to understand and map the impact of new collaborative ways of working at the primary/secondary care interface (PloS One 7 (5); e36468). The evaluation presented in this paper was designed to explore the potential of a Community and Physical Health Co-ordinator role (CPHC) (CPHCs were previously Care Co-ordinators within the Community Mental Health Team, Community in the title CPHC refers to Community Mental Health) and Multi-Disciplinary Team (MDT) meetings across primary and community care, with the aim of improving collaboration of mental and physical health care for service users with Severe Mental Illness (SMI).MethodsData collection took place across five general practices (GPs) and a Community Mental Health Team (CMHT) in the Northwest of England, as part of a process evaluation. Semi-structured interviews were conducted with a purposive sample of GP staff (n= 18) and CMHT staff (n=4), a focus group with CMHT staff (n=8) and a survey completed by 13 CMHT staff, alongside cardiovascular risk data and MDT actions. Framework analysis was used to manage and interpret data.ResultsThe results from the evaluation demonstrate that a CPHC role and MDT meetings are effective mechanisms for improving the collaboration and co-ordination of physical health care for SMI service users. The findings highlight the importance of embedding and supporting the CPHC role, with an emphasis on protected time and continuing professional roles and integrating multiple perspectives through MDT meetings. Considering the importance of physical health care for SMI service users and the complex environment, these are important findings for practitioners, researchers and policy makers in the field of primary care and mental health.ConclusionThere is an increasing focus on integration and collaborative working to ensure the delivery of quality care across the whole patient pathway, with a growing need for professionals to work together across service and professional boundaries. The introduction of a two pronged approach to collaboration has shown some important improvements in the management of physical health care for service users with SMI.