BackgroundThe martial arts have emerged as common activities in the Canadian population, yet few studies have investigated the occurrence of associated injuries on a population basis.MethodsWe performed such an investigation and suggest potential opportunities for prevention. The data source was 14 years (1993 to 2006) of records from the Kingston sites of the Canadian Hospital Injury Reporting and Prevention Program (CHIRPP).Results920 cases were identified. Incidence rates were initially estimated using census data as denominators. We then imputed annual injury rates per 10000 using a range of published estimates of martial arts participation available from a national survey. Rates of injury in males and females were 2300 and 1033 per 10000 (0.3% participation) and 575 and 258 per 10000 (1.2% participation). Injuries were most frequently reported in karate (33%) and taekwondo (14%). The most common mechanisms of injury were falls, throws and jumps (33%). Fractures (20%) were the most frequently reported type of injury and the lower limb was the most common site of injury (41%).ConclusionsResults provide a foundation for potential interventions with a focus on falls, the use of weapons, participation in tournaments, as well as head and neck trauma.

This paper highlights not only the differences and similarities in marketing activities between first and second generation South Asian entrepreneurs; but the extent to which such activities lead to convergence with the mainstream small business population also. Therefore, differences are found in the fact that first generation respondents consider organic growth, thus differentiation via expansion initiatives and related diversification, as a way to access new co‐ethnic and non‐ethnic customer markets. This contrasts with that of the second generation. Here these particular respondents prefer to adopt a more transparent and open approach to marketing via knowledge skills advantage, and technological expertise. A feature common to both sets of respondents, and again one which this paper argues may be indicative of any small business, finds respondents following some form of self‐directed informal customer care/customer centric philosophies. Interestingly, there is no evidence to support differences in customer care and practice between the various business sectors or generation, given that such practices appear even in the absence of any formal procedures and written policies also.

Purpose -The aim of this paper is to highlight differences and similarities in human resource management (HRM) practices between first-and second-generation South Asian entrepreneurs and the extent to which such practices support an integrated HRM system. Design/methodology/approach -The paper draws its theoretical underpinning via five "generic HRM functions" and practices, i.e. selection, appraisals, reward, development, and strategy. To help understand the application of such practices from an ethnic dimension, 42 semi-structured interviews were carried out with two ethnic groups. The two groups chosen were first-and second-generation Sikh and Pakistani Muslim entrepreneurs from micro and small businesses situated within the Greater London area. In addition, nine businesses across both ethnic groups were selected to complete the multiple (comparative) case-study stage of the research. Investigation was conducted within the phenomenological paradigm. Findings -The paper notes that differences and similarities between the two generations are based more on sectoral location and type of business with minor instances of cultural and generational nuances. With regard to the development of an integrated HRM system, the evidence suggests that time, cost and expertise are considered constraining factors and, as such, respondents adopt an informal ad hoc approach. Interestingly, although this informality is common within the business, respondents are in fact leaving themselves exposed to breaches of employment law. Practical implications -The paper supports the literature, whereby training and advice for EMBs that emphasise formal procedures may be counterproductive. Instead, direction should be given to ensure that HRM practices stress accountability, control and connectedness, help to reduce any perceived risk of litigation, and ensure that statutory requirements are met. Originality/value -The paper offers unique insight into an unknown entity, namely HRM issues within ethnic small businesses.

PurposeThe purpose of this paper is to investigate differences/similarities in business practices of second‐generation South Asian entrepreneurs within family‐owned firms, in comparison to their second‐generation counterparts managing and running their own business.Design/methodology/approachThe paper draws its theoretical underpinning via a number of concepts relevant to the South Asian business experience. To understand this, investigation was conducted within a phenomenological paradigm. In total, 48 semi‐structured interviews were carried out with three South Asian groups. Namely, first‐ and second‐ generation Sikh, Hindu and Pakistani Muslim entrepreneurs from both family and non‐family owned micro‐small businesses situated within the Greater London area. In addition, nine businesses from all three ethnic groups were selected to complete the multiple (comparative) case‐study stage of the research.FindingsSimilarities and differences between second‐generation entrepreneurs within family and non‐family businesses (NFBs) are evident. For instance, a majority of the respondents (from family and non‐family businesses) considered entrepreneurship as something to embrace, and not as a means of economic survival. A minority of the respondents within FBs were pushed into entrepreneurship, as such, this has had an impact on the father‐son relationship in a negative way. Second‐generation respondents from FBs, in comparison to their counterparts within NFBs, were more likely to have decision‐making pertaining to the business impeded by the father. Furthermore, respondents from FBs were moving back into the said business, whereas, respondents from NFBs were developing businesses more akin to their prior employment experience.Practical implicationsThe paper offers insights into the behaviour and business practices of second‐generation South Asian entrepreneurs from family and non‐family, so adding a further dimension to our understanding of this particular group.Originality/valueThe paper will be of value to policy makers, practitioners and researchers alike, is it sheds light on motives, prior experience and class resources the second‐generation bring to entrepreneurship.

Purpose This paper, which is part of a larger study, aims to discuss from an ethno-cultural perspective, the notion of self-identification and difference pertaining to first and second-generation South Asian male entrepreneurs. In essence, previous studies have not explored this dimension to any sufficient depth. Therefore, evidence is unclear as to how ethno-culture has informed entrepreneurial identity and difference. Design/methodology/approach Adopting a phenomenological research paradigm, 42 semi-structured interviews were conducted with first- and second-generation Sikh and Pakistani Muslim male entrepreneurs in Greater London. A typology of second-generation entrepreneurs is developed and a research agenda proposed. Findings First-generation respondents regard the UK as home and do not suffer from shifts in identity. These particular respondents identify themselves as Sikh or Pakistani Muslim or a Businessman. However, the second-generation identify themselves via three distinct labels. Here respondents stress their ethnicity by using Hyphenated British identities or hide their ethnicity behind the term a Normal Businessman, or appear opportunists by using ethnicity as a resource to espouse a true entrepreneurial identity. Research limitations/implications The research environment within the Greater London area where the respondents are located may not be as generalisable when compared with other parts of the UK. Originality/value This paper offers a unique insight into self-prescribed identity and difference noted among London’s ethnic entrepreneurs.