{"id":{"repo_id":"middlesex","oai_identifier":"oai:repository.mdx.ac.uk:16v49x"},"canonical_url":"https://search.dev.ndltd.org/etd/middlesex/oai:repository.mdx.ac.uk:16v49x","repository":{"repo_id":"middlesex","name":"Middlesex University","base_url":"https://repository.mdx.ac.uk/oai2"},"display":{"title":"The transformation, expansion and success of a homelessness charity","abstract":"The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment.","abstract_html":"The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment.","abstract_has_math":false,"creators":["Dwight, S."],"institution":"Middlesex University","degree_name":null,"degree_level":"DProf thesis","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2022,"date_issued":"2022","date_published":"2022","updated_at":"2026-07-24T03:03:37Z","subjects":[],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:repository.mdx.ac.uk:16v49x"],"render_values":[{"text":"oai:repository.mdx.ac.uk:16v49x","href":null,"code":true}]}]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Dwight, S."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2022"]},{"key":"dc:date.issued","label":"Date","values":["2022"]},{"key":"dc:publisher","label":"Institution","values":["Middlesex University Research Repository"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Business and Law"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["Middlesex University"]},{"key":"dc:relation","label":"Dc Relation","values":["https://repository.mdx.ac.uk/item/16v49x"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://repository.mdx.ac.uk/item/16v49x"]},{"key":"dc:type","label":"Dc Type","values":["Thesis or dissertation"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["DProf thesis","Doctorate by public works thesis"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:repository.mdx.ac.uk:16v49x"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://repository.mdx.ac.uk/download/16710fec1252c0d4604a1555ec5b9085f1ad481410c2e8b4fad12e5189b8a4c4/2319209/SDwight%20thesis%20EMBARGO.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment."]},{"key":"dc:description.abstract","label":"Abstract","values":["The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment."]},{"key":"dc:title","label":"Title","values":["The transformation, expansion and success of a homelessness charity"]}]}],"canonical_facts":{"dc:creator":["Dwight, S."],"dc:date":["2022"],"dc:date.issued":["2022"],"dc:description":["The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment."],"dc:description.abstract":["The King’s Arms Project (KAP) homelessness charity experienced a dramatic transformation during my eight years of leadership. The organisation went through a period of growth and success, opening numerous services and gaining national recognition. The public works I present in the context statement have improved the lives of homeless people in Bedford, provided a local response to an international refugee crisis, developed dignified and skilled support for Asylum Seekers and forged partnerships to improve county-wide systems and services. Using Tracey and Stott’s (2017) framework for organising social innovation, I reflect that my public works were enabled by intrapreneurial changes. This provided the foundation for entrepreneurship; during this phase KAP launched multiple new services, including three of the four public works I present. The success of the entrepreneurship activities provided an opportunity to work across organisations in a phase called extrapreneurship. It is within this phase that the fourth public work I present was realised. I analyse my experience and works, taking an autoethnographic approach, and applying four areas of enquiry: Leadership, Organisational Culture, Sensemaking and Spirituality. I discuss literature within these areas, connecting it to my experience. As I reflect, it provides clarity to confusing events and structure to the methods I used to produce my public works. I conceptualise the learnings from the public works in several models which provide both methods to end homelessness and a leadership approach for change and organisational success. The homelessness models highlight the importance of relationships in ending homelessness and include a model for support providers. The leadership models build on existing literature to provide approaches for change and organisational culture alignment."],"dc:identifier":["oai:repository.mdx.ac.uk:16v49x"],"dc:identifier.uri":["https://repository.mdx.ac.uk/download/16710fec1252c0d4604a1555ec5b9085f1ad481410c2e8b4fad12e5189b8a4c4/2319209/SDwight%20thesis%20EMBARGO.pdf"],"dc:publisher":["Middlesex University Research Repository"],"dc:publisher.department":["Business and Law"],"dc:publisher.institution":["Middlesex University"],"dc:relation":["https://repository.mdx.ac.uk/item/16v49x"],"dc:relation.isreferencedby":["https://repository.mdx.ac.uk/item/16v49x"],"dc:title":["The transformation, expansion and success of a homelessness charity"],"dc:type":["Thesis or dissertation"],"dc:type.qualificationlevel":["DProf thesis","Doctorate by public works thesis"]},"updated_at":"2026-07-24T03:03:37Z"}