This meta-analytic review examined the effectiveness of psychological treatment for sex offenders by summarizing data from 43 studies (combined n = 9,454). Averaged across all studies, the sexual offence recidivism rate was lower for the treatment groups (12.3%) than the comparison groups (16.8%, 38 studies, unweighted average). A similar pattern was found for general recidivism, although the overall rates were predictably higher (treatment 27.9%, comparison 39.2%, 30 studies). Current treatments (cognitive-behavioral, k = 13; systemic, k = 2) were associated with reductions in both sexual recidivism (from 17.4 to 9.9%) and general recidivism (from 51 to 32%). Older forms of treatment (operating prior to 1980) appeared to have little effect. Future directions for improving the quality of sex offender treatment outcome evaluations are discussed.
This article will present data gathered by the authors through structured clinical interviews of 561 paraphiliacs regarding demographic characteristics, frequency and variety of deviant sexual acts, and number and characteristics of victims. Results show that nonincarcerated sex offenders (1) are well educated and socioeconomically diverse; (2) report an average number of crimes and victims that is substantially higher than that represented in the current literature; and (3) sexually molest young boys with an incidence that is five times greater than the molestation of young girls. The relevance of these findings is discussed.
Knowledge management (KM) has emerged in recent times as a phenomenon with wide‐ranging implications for organizational innovation and competitiveness. Supporters argue that as organizations understand the value of KM, they have the opportunity to establish long‐term internal strengths, which will lead to external competitive advantage. Further, we find the current literature advocates that KM can be implemented in every organizational discipline. KM is approached from several different perspectives, and a number of these are used to structure our paper and identify emerging factors in: strategy, human resources management (HRM), information technology (IT), total quality management (TQM), and marketing. This paper presents a summary of key responses to a recent survey of FTSE 100 companies conducted by the authors, which shows that KM is an extremely popular management topic, yet relatively few organizations have serious implementation programs in place. Also presented are findings from longitudinal studies of six case organizations, which have been approaching and deploying KM over the last three years. The academic arguments for organizations to be proactive in KM are strong and compelling. Our research identifies the critical factors that respondents feel are vital for successful KM implementation, and these provide a basis for a further stage of the study which considers how best to develop appropriate performance measurements.
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