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The purpose of this paper is to examine patient engagement in remote consultation services, an increasingly important issue facing Healthcare Operations Management (HOM) given the significant expansion in this and other forms of telehealth worldwide over the last decade. We use our analysis of the literature to develop a comprehensive framework that incorporates the patient journey, multidimensionality, antecedents and consequences, interventions and improvement options, as well as the cyclic nature of patient engagement. We also propose measures suitable for empirical assessment of different aspects of our framework.

We undertook a comprehensive review of the extant literature using a systematic review approach. We identified and analysed 63 articles published in peer-reviewed scientific journals between 2003 and 2022.

We conceptualise patient engagement with remote consultation across three key aspects: dimensions, process, and the antecedents and consequences of engagement. We identify nine contextual categories that influence such engagement. We propose several possible metrics for measuring patient engagement during three stages (before service, at/during service and after service) of remote consultation, as well as interventions and possible options for improving patient engagement therein.

The primary contribution of our research is the development of a comprehensive framework for patient engagement in remote consultation that draws on insights from literature in several disciplines. In addition, we have linked the three dimensions of engagement with the clinical process to create a structure for future engagement assessment. Furthermore, we have identified impact factors and outcomes of engagement in remote consultation by understanding which can help to improve levels of adoption, application and satisfaction, and reduce healthcare inequality. Finally, we have adopted a “cyclic” perspective and identified potential interventions that can be combined to further improve patient engagement in remote consultation.

Research examines the effectiveness of different-race presenter avatar use on bias reduction in single-session online diversity training. Building on research that indicates different-race presenter use in in-person diversity training and different-race presenter avatars in online interactions are effective in reducing bias, this paper aims to test the use of simulated Inter Group Social Contact (IGSC) theory in single-session online diversity training. Undergraduate business students at nine United States institutes of higher education participated in an online training module that provided either a same-race or different-race presenter avatar to each participant. Participants then completed the Modern Racism Scale. The data were analyzed using T-tests and an analysis of covariance. Potential drawbacks to the use of different-race presenters and the diversity of the student bodies at participating institutions are considered. Results suggest that the use of different-race presenter avatars in brief online diversity training does result in less racial bias in some groups but is not effective among the groups such training is designed to affect. The results are cautionary. Organizations are advised to use multi-installment training programs when using a different-race presenter avatar to improve the effectiveness of online diversity training.

Participants were asked to answer demographic questions, to view a video with one of two avatars representing the online diversity training presenter, then to complete the Modern Racism Scale questionnaire. Results were evaluated based on school membership, representing the diversity of the school’s student body, gender and self-identified race using Independent T-tests and covariate analysis.

The effect of the use of different-race presenter was minimal and was not uniform across groups. Bias was not reduced in male or nonminority groups. Felt bias of minority respondents was reduced. There was a weak correlation between the diversity of school populations and the effect of different-race diversity presenters.

Participants were undergraduate students invited to participate by their instructors. Participants self-identified their gender and race.

The use of different-race diversity presenters in single session online diversity training is cautioned against.

Though the use of different-race diversity training presenters has been found to reduce bias in multisession online training and in in-person training, the use of different-race diversity training presenters may not be beneficial in single session online diversity training. Thus, this innovation is limited in its use. Specifically, felt bias by the object of bias was reduced, which is considered a negative response to diversity training. Single session online diversity training is more likely to be used by smaller firms which employ much of the workforce.

The effect of different-race diversity presenters had been tested in multisession online training and in in-person training, but not in single-session diversity training.

This paper applies the directional distant function and the meta-frontier to analyze the efficiency and technology gap ratio (TGR) of 20 publicly traded restaurant companies based on the stock market of the United States (US) from 2009 to 2016. The efficiency scores and TGRs are first computed by restaurant types (i.e. quick-service and full-service) and then by marketing strategies (i.e. single-brand and multi-brand). There are three major findings. First, employee utilization has the greatest room for improvement, and restaurant owners and managers should prioritize the improvement of this input. Second, the average TGR of quick-service restaurants (QSRs) is higher than that of full-service restaurants (FSRs), indicating that the inputs of FSRs need to be adjusted in comparison to QSRs. Third, the average TGR is higher in restaurants with a multi-brand strategy in comparison to a single-brand strategy, and the inputs of multi-brand strategy restaurants need to be adjusted accordingly.

Organizations increasingly use knowledge arbitrage to stimulate innovation and achieve competitive advantage. However, in knowledge management its use in startups is yet unexplored. This study aims to examine the utilization of knowledge arbitrage by startups, specifically during COVID-19.

This study employed an open-ended essay methodology to explore the drivers and barriers that startups face in utilizing knowledge arbitrage. We collected data from 40 participants to understand the role of knowledge arbitrage in startups’ knowledge management practices.

This study’s findings highlight the significance of knowledge arbitrage for startups. The benefits identified include organizational benefits such as building networks, innovating new products and achieving competitive advantage and financial benefits such as cost reduction and sales growth. The study also identifies several technological and organizational drivers and barriers that startups confront during knowledge arbitrage.

This study contributes to the existing literature on knowledge management by extending our understanding of knowledge arbitrage’s role in startups. Additionally, it sheds light on the importance of knowledge arbitrage for startups and the challenges they face, particularly in a disrupted environment reared by COVID-19. The study provides insights for the scholars and practitioners interested in effective knowledge management in startups.

This chapter explores Deleuze and Guattari's rhizome as a multifaceted approach within educational research, suggesting it as an alternative way of mapping complexities, limiting structures and messiness which may not always be surfaced in more traditional theoretical frameworks, methods, and methodologies. Despite its potential to enrich higher education scholarship through non-linear and interconnected perspectives, adoption has been hindered by the perceptions of its dense philosophical language and ideas and the fear of ‘doing it wrong’. By offering a primer on rhizome theory and its potential for methodological and theoretical frameworks, this chapter seeks to demystify it for scholars new to Deleuze and Guattari, acknowledging and building upon previous work in this field. A case study illustrates the rhizome's capacity to challenge traditional epistemological assumptions, presenting a more holistic and connected view of teaching with technologies in universities. The chapter concludes with a critical discussion on the limitations of rhizome theory and suggests opportunities for its broader application in higher education research. This exploration recommends rhizome's potential in reflecting the dynamic, complex nature of educational scholarship and practices.

Human resource development (HRD) poses complex challenges for scholars and practitioners due to its elusive nature in definition, scope, and boundaries. Driven by lived experiences, this integrative literature review aims to explore the complexities of HRD, focusing on its conceptualizations, boundaries, and trajectories from 1990 to 2023.

Using Callahan’s (2014) Six Ws, Page et al. (2020) Preferred Reporting Items for Systematic Reviews and Meta-Analyses search process, and Lester et al. (2020) thematic analysis, 26 peer-reviewed articles from leading HRD journals and databases were analyzed.

This literature review’s findings enhance our understanding of HRD’s trajectory by illuminating its tumultuous beginnings, precarious present, and uncertain future – potentially even its demise. The author urges prominent HRD scholars to take decisive action to secure the discipline’s future before it is too late.

One limitation is the reliance on specific articles for data analysis. The propensity to emphasize only the prevailing viewpoint is a constraint inherent in literature reviews (Dickson et al., 2011). Another limitation is this study’s reliance on articles exclusively from English-speaking literature. By focusing solely on publications in English, this study overlooked HRD literature published in other languages, potentially excluding valuable insights and perspectives from non-English-speaking regions and cultures.

Over the years, the debates regarding the definition of HRD have been fraught with ambiguity and contradictions. The boundaries of HRD remain similarly nebulous, with scholars debating its scope and applicability across contexts. This literature review adds to this debate from a unique perspective.

With social media use on the rise and little indication that sport team hazing ceremonies are declining, the amount and types of exposure and awareness of hazing and its potentially detrimental impacts are shifting for athletes, the public and school administrators alike. This chapter describes relationships between hazing in sport and social media use in university athletics. These two areas of research have been investigated separately but warrant a closer examination to understand how they are intertwined. In this analysis, we include findings from our larger national-scale sport hazing study that produced a second stream of data specific to social media use. Data are derived from interviews with university athletic directors, coaches and athletes to spotlight: (1) uses of social media in the context of athletics, (2) their understanding of social media's relationship to hazing and (3) experiences with social media and hazing education. We also present recommendations provided by the researchers, and athletes, coaches and athletic directors, for athletic administration use in developing educational and informational resources that address the interconnections between social media use and hazing. This chapter describes how athletic departments and coaches perceived and (dis)engaged from discussions around social media, the ways that university athletes and teams engaged in hazing practices, the diversified and multiple uses of social media on teams differing by gender, highlighting a (lack) of educational programming provided for athletes by their university athletic departments centred around social media use and sport hazing as both separate and interconnected topics.

India liberalized its economy in 1991, which resulted in intense global competition, quality-conscious and demanding customers. Additionally, significant technological advancements lead to enhancements in products and processes. These forced Indian organizations to adopt innovative business strategies in the past 30 years. Meanwhile, the Lean Six Sigma methodology has significantly grown with vast applicability during the past 30 years. Thus, the purpose of this study is to develop the learning on Lean Six Sigma methodology in the Indian context through investigation of literature.

A three-stage systematic literature review approach was adopted to investigate the literature during the present study. In total, 187 articles published in 62 journals/conference proceedings from 2005 to 2022 (18 years) were shortlisted. The first part of the article summarizes the significant milestones towards the quality journey in the Indian context, along with the evolution of the Lean Six Sigma methodology. The second part examines the shortlisted papers on Lean Six Sigma frameworks, their applicability in industrial sectors, performance metrics, outcomes realized, publication trends, authorship patterns and leading researchers from the Indian perspective.

Lean Six Sigma has emerged as a highly acclaimed and structured business improvement strategy worldwide. The Indian economy has seen remarkable growth in the past decade and is one of the fastest-growing economies in the 21st century. Lean Six Sigma implementation in India has significantly increased from 2014 onward. The study revealed that researchers have proposed several different frameworks for Lean Six Sigma implementation, the majority of which are conceptual. Furthermore, the balanced applicability of Lean Six Sigma in manufacturing and service sectors was observed with the highest implementation in the health-care sector. Additionally, the widely adopted tools, techniques along with performance metrics exploring case studies were reported along with a summary of eminent and leading researchers in the Indian context.

This study is confined to reviewed papers as per the research criteria with a significant focus on the Indian context and might have missed some papers due to the adopted papers selection strategy.

The present study is one of the initial attempts to investigate the literature published on Lean Six Sigma in the Indian context, including perspective on the Indian quality movement. Therefore, the present study will provide an understanding of Lean Six Sigma methodology in the Indian context to graduating students in engineering and management and entry-level executives. The analysis and findings on Lean Six Sigma frameworks, research approach, publications details, etc., will be helpful to potential research scholars and academia. Additionally, analysis of case studies on Lean Six Sigma implementation by Indian industries will assist the managers and professionals in decision making.

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.