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The purpose of this paper is to demonstrate that nurse led discharge (NLD) could improve the efficiency of simple discharges from a short stay surgical ward without compromising patient safety.

A protocol for NLD was designed and implemented. Introduction of the protocol was audited and re-audited prospectively.

Introduction of the nurse led discharge protocol significantly reduced the rate of delayed discharge (p>0.001). The protocol successfully identified all patients for whom a NLD would be inappropriate and no patients discharged by the nursing team were re-admitted.

No formal measure of staff and patient satisfaction with the new protocol was performed.

The nursing team are now able to more effectively manage patient flow through the short stay surgical ward. Mismatch between demand for beds and capacity has reduced.

Patient experience has been improved by the release of time to care for our nurses and the elimination of unnecessary delay in discharge.

Formal protocol driven NLD can be a safe way of improving efficiency in patient flow. This pattern of discharge could be applied in many hospital systems.

Drawing on climate theory and social exchange theory, the purpose of this paper is to examine whether and how the strength of the expectation climate, defined as the degree of agreement among job incumbents on what is expected from them, affects their job performance. To explain this relationship, the authors utilize mediating trust-in-the organization effects as an explanatory avenue.

In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, the authors apply multilevel modeling. The authors employed stratified random sampling techniques across 75 job categories in a large, public sector organization in Belgium.

The analysis provides support for the argument that expectation climate strength via mediating trust-in-the organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization’s trustworthiness and reliability to pursue intentions that are deemed favorable for employees. The authors conjecture that expectation climate strength breeds trust which strengthens employees’ job performance.

HRM professionals in general, and line managers in particular, should heed the advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles.

The results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.

The Baumol effect follows from simple but deep microeconomic reasoning. All prices are relative prices, so if some goods are getting cheaper, others must be getting more expensive. Simple. But in transferring our attention about the cause of rising prices from stagnating sectors to progressive sectors, the Baumol effect radically changes our understanding of the causes, consequences, and evaluation of rising prices. Even today, the power of the Baumol effect to explain price changes through different time periods and places is underestimated. Throughout his career, Baumol returned to this simple idea many times, making it a key to his thought and his evolving views on long-term economic development.

Most studies on work–life support at workplaces consider work–life balance to be a women’s issue, either explicitly or implicitly. This chapter analyses how fathers who are involved caregivers are supported or hindered in attaining work–life balance by their workplaces. It explores the following three questions: (1) why fathers value some job adaptations over others compared with mothers; (2) how organizational cultures influence the work–life balance of new fathers and (3) what differences exist across public and private sectors as well as large versus small companies. A qualitative approach with three discussion groups and 22 involved fathers enables us to explore these issues for large companies, public sector workplaces and small businesses. We find that tight time schedules, flextime, telework, schedule control and fully paid nontransferable leaves of absence constitute policies that favor involved fatherhood, while measures without wage replacement generate fear of penalization in the workplace and do not fit the persistent relevance of the provider role. In addition, un-similar supervisors, envy, lack of understanding and gender stereotypes among co-workers and clients constitute cultural barriers at the workplace level. Contrary to our expectations, small businesses may offer a better work–life balance than large companies, while the public sector is not always as family-friendly as assumed.

In the last ten years, businesses taking advantage of market deregulation, call‐centre, intranet and internet technology have broken traditional marketing norms and path‐dependent customer management practices. These businesses offer substantially lower prices and good customer service. In spite of anecdotal evidence of the high level of service complaints in the press, these businesses are expanding rapidly by growing the market and by taking share from traditional suppliers. Service failure recovery and complaint management are two areas which are extensively re‐designed by such businesses. This paper aims to identify and examine such new practices. The authors suggest that the traditional “customer‐centricity” model is being replaced by a “customer‐compliance business model” (CCBM) of service provision. This new model and its propositions defy conventional thinking in the areas of service recovery and complaint management.

Available data and research are reviewed, in an attempt to understand CCBM. Differences with the customer‐centricity model are discussed.

CCBM cannot be explained adequately by current assumptions in marketing. It breaks commonplace marketing expectations about service failure and recovery.

The emphasis is on explaining innovations in service recovery and complaint management.

Companies which operate the CCBM model are of growing importance to developed, service‐oriented economies. The paper builds on evidence to show how CCBM businesses have abandoned or minimised costly customer centricity and have broken past norms and conventional marketing thinking and practice.

The scarcity of research in this area is explained by the recent, rapid evolution of these new model businesses. The study reveals and makes sense of important trends in service provision, distinct from and incompatible with normative arguments in some academic writings that advocate service recovery excellence.

The aim of this study is to investigate the effects of soft and hard quality management (QM) practices on innovation performance, considering innovation practices as a contextual variable mediating this relationship.

Using data from 132 Brazilian manufacturing companies, partial least square–structural equation modeling (PLS–SEM) is employed to test if soft and hard QM practices, directly, affect innovation practices and, indirectly, innovation performance. This investigation also aims to identify whether the relationships are maintained regardless of the size of the company.

The results suggest that soft QM has a positive effect on hard QM. However, only soft QM, not hard QM, has a significant effect on innovation practices. Additionally, soft QM has a significant positive effect on innovation performance through innovation practices. Company size does not influence the relationships.

The findings can help managers to adjust their managerial practices to enhance the effective impact of QM on innovation performance.

The previous literature presents conflicting results on the relationship between QM and innovation performance. Most studies have proposed a direct relationship between both constructs. This study considers innovation practices as a mediator in this relationship. Furthermore, this paper adds to the scarce literature reporting related studies conducted in developing countries.

The purpose of this study is to theorize and test the relationships among lean operations and lean supply chain practices, learning- and innovation-oriented lean cultures and dynamic capabilities (DCs) microfoundations. Further, this study aims to assess the association of DCs microfoundations with process innovation.

The researchers combine primary data collected from 153 manufacturing firms located in five continents using a survey designed for the purpose of this study with archival data downloaded from the Bureau Van Dijk Orbis database and test the hypothesized relationships using structural equation modelling.

Results support the contribution of lean operations and lean supply chain practices to the development of DCs microfoundations, which further lead to greater process innovation. Additionally, while a learning-oriented lean culture positively moderates the relationships between both lean operations and lean supply chain practices and DCs microfoundations, an innovation-oriented lean culture only moderates the relationship between lean operations practices and DCs microfoundations.

This study identifies DCs microfoundations as the key mechanisms for firms implementing lean practices to achieve greater levels of process innovation and the important role played by lean cultures. This study provides direction for managers to put in place DCs through lean implementations, enabling their firms to be ready to respond to challenges and opportunities generated by environmental changes.

While previous research has confirmed the positive effects of lean practices on efficiency, the role of lean practices and cultures in developing capabilities for reacting to environmental dynamism has received little attention. This study offers an empirically supported framework that highlights the potential of lean to adapt processes in response to environmental dynamics, thereby extending the lean paradigm beyond the traditional focus on operational efficiency.

Leadership initiates cultural shifts before managers and their employees embrace them. Cultural transformation depends upon leaders, managers, and employees recognizing the fundamental impact of their decisions and actions on one another. This chapter explores the intersection of emotional intelligence (EI) and trauma-informed care (TIC) as experiential approaches for fostering healing and transforming organizational dynamics within academic libraries. By drawing insights from recent literature, the chapter offers practical strategies to enhance leaders' and managers' interactions with employees while cultivating a trauma-informed library workforce rooted in compassion and civility. For administrators, EI promotes leadership with the heart and mind, thus cultivating emotional and intellectual engagement, while promoting self-awareness and understanding employee needs. Likewise, TIC enables the realization, recognition, and response to trauma while resisting retraumatization. By employing EI and TIC methodologies, administrators can foster a workplace culture that emphasizes authenticity, allowing every individual to feel acknowledged and valued. Nevertheless, the inherent challenges of the library sector, characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), hinder the development of positive manager–employee dynamics. Furthermore, the exclusion of employees from decision-making processes during top-down changes intensifies feelings of grief, resistance, mistrust, reduced psychological safety, and increased workplace stress and trauma. Effective communication and consensus are vital; however, they need to be enriched with empathy, patience, tolerance, and perseverance. The chapter concludes with actionable recommendations that promote mutual respect and civility.

This paper aims to explore how corporate Australia engages in reconciliation through recognizing and providing pathways for Indigenous Australians' corporate leadership aspirations.

The research design is informed by the prior literature on pathways by minority groups to corporate leadership through the theoretical lens of transformational leadership. The investigation is conducted using textual analysis of reconciliation action plans (RAPs), a contemporary and voluntary practice adopted by Australian listed companies to disclose their commitment to national reconciliation. RAPs are publicly available from the official websites of listed companies.

The analysis of contemporary RAPs highlights organizational initiatives to support Indigenous Australians related to corporate and community leadership. Since the authors’ focus is the former, corporate leadership initiatives are further analyzed. Two initiatives for Indigenous Australians to pursue corporate leadership positions are emerging future leaders' programs and mentoring programs. This is the extent to which the authors observe Australian firms' transformational leadership. While some firms have implemented these initiatives with specific targets, other firms do not have specific initiatives or targets. The paper also conducts longitudinal analysis into the transformational leaders' past RAPs and triangulates to other evidence of reconciliation commitment such as the Uluru Statement from the Heart.

This paper contributes new insights to the research area of board cultural diversity, specifically to the limited literature on Indigenous reconciliation. It provides insights into firms and policymakers to address the ongoing issue of the underrepresentation of Indigenous Australians in corporate leadership. The sample of firms comprises Australian listed firms that have adopted higher-order RAPs, which restricts the generalizability of the findings to other sectors.

This paper explores the under researched phenomenon of Indigenous people's pathways to corporate leadership. The research design is informed by transformational leadership theory through considering institutional actions for reconciliation. This research provides evidence of the extent to which corporate Australia has taken action on the issue of the under-representation of Australian Indigenous people in corporate leadership.