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There are several stage‐based models of organisational development (OD) that provide a systematic overview of the developmental potential of organisations. This paper compares four such models – Ken Wilber's integral theory, the spiral dynamics model of Don Beck and Chris Cowan, Richard Barrett's corporate transformation model, and William Torbert's action inquiry model – with the aim of presenting an integrated account of the stages of OD.

Integral theory is used as the basis for considering the theoretical scope of these other models of OD. The integral framework is specifically designed to recognise the valid insights of other models of organisational change and, as such, is well suited for situating those insights in a comprehensive and coherent approach for mapping the developmental paths of organisations. The models considered represent some of the more innovative OD approaches.

From the comparative analysis an integral model for OD is described. The description includes a new definition of OD which is based on integral theory's core developmental principles.

The proposed framework provides a means for assessing the scope and specificity of other approaches to OD. It also provides criteria for distinguishing between those approaches that are concerned with incremental or continuous change and those that focus on transformative development.

The comparative analysis and resulting framework will assist practitioners and consultants in the OD field in developing a better understanding of the relationships between various stage‐based approaches to OD.

This paper provides a comprehensive framework that can assist in comparing and situating the many approaches to OD that are currently available.

Outlines the process by which Wessex Water intends to become the benchmark other service organizations will look to as an example of quality and service, highlighting attitudes towards employees and customers. Discusses the way in which the company monitors performance, concentrating on the use of customer surveys in collecting useful feedback.

A discussion is presented of the elements in Human Resource Planning and how they can be incorporated into a common denominator of costs. This is the framework for a report on a study of loss and recruitment of nurses in a typical district general hospital and analysis of the nurse labour market in the light of future developments proposed for the NHS.

Although the concept of social capital is rightly associated with Putnam (2000), arguably its roots lie further back in the nineteenth century, but were first articulated in a “contemporary sense” in 1916 (Organisation for Economic Co-operation and Development (OECD), 2001, p. 41). The authors begin their analysis by summarizing the main types of capital: economic, social, political, human, cultural and symbolic, before exploring the different types of social capital, including bonding, bridging and linking. These are then linked to a variety of related concepts, including: social enterprise, social networks, social value, community development, community resilience and sociability (Cook, Halsall, & Wankhade, 2015). It is argued that social capital is central to these, and is of increasing importance across the globe within the context of the threats and opportunities posed by globalization on the one hand (including the spread of COVID-19) and of potential deglobalization on the other, in part as a reaction to COVID-19 and pre-existing nationalist trends toward limitation of global interactions. The discussion is supported by examination of a range of case studies drawn from societies of contrasting types, including the UK, USA, China, Bangladesh and South Africa. The authors conclude their analysis via consideration of how social capital can be expanded further in order to help meet contemporary and future challenges from whichever direction it arises.

Organizational learning continues to be an important issue for all types of firms. Managerial accounts of organizational learning are in high demand; for example, Senge’s The Fifth Discipline (Senge, 1990a) has sold over 500,000 copies in the U.S. Studies exploring the nature of knowledge creation, intellectual capital, and knowledge management have been on the rise, with recent papers being published for academics (McElroy, 2000; Nahapiet & Ghoshal, 1998; Nonaka, 1994), and practitioners (Brown & Duguid, 1998; Fryer, 1999). According to some experts, the ability to transform information into knowledge through organizational learning is a critical success factor for all businesses in the current knowledge-based economy (Davis & Botkin, 1994; Lei, Slocum & Pitts, 1999).

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

The benefits of “green dementia care”, whereby people living with dementia are supported to connect with nature, are increasingly being recognised. Evidence suggests that these benefits span physical, emotional and social spheres and can make a significant contribution towards quality of life. However, care settings often present specific challenges to promoting such connections due to a range of factors including risk-averse cultures and environmental limitations. The purpose of this paper is to report on a project that aims to explore the opportunities, benefits, barriers and enablers to interaction with nature for people living with dementia in residential care and extra care housing schemes in the UK.

Data were gathered from 144 responses to an online survey by managers/staff of extra care housing schemes and care homes in the UK. In depth-case studies were carried out at three care homes and three extra care housing schemes, involving interviews with residents, staff and family carers.

A wide variety of nature-based activities were reported, both outdoor and indoor. Positive benefits reported included improved mood, higher levels of social interaction and increased motivation for residents, and greater job satisfaction for staff. The design and layout of indoor and outdoor spaces is key, in addition to staff who feel enabled to promote connections with nature.

This paper is based on a relatively small research project in which the participants were self-selecting and therefore not necessarily representative.

The paper makes some key recommendations for good practice in green dementia care in extra care housing and care homes.

Outdoor activities can promote social interaction for people living with dementia in care settings. The authors’ findings are relevant to the recent policy focus on social prescribing.

The paper makes some key recommendations for good practice in green dementia care in extra care housing and care homes.

The purpose of this paper is to share the findings of a research evaluation into a Befriending and Re-ablement Service (BARS) which offers a host of positive outcomes such as reduced loneliness and keeping as well as possible for a growing segment of the world’s population. The recent increase in longevity is one of humanity’s great success stories. But ageing comes at a price, and decision takers worry about the stresses and strains of an ageing society.

Following a literature review, this paper presents the findings of an evaluation of an alternative innovative form of support for older people, namely BARS, that has been developed on Merseyside. Semi- and unstructured interviews were carried out with stakeholders including service users and carers. A cost-benefit analysis is also reported. Finally the theoretical and policy implications of this research are explored.

Befriending and re-ablement officers is both a socially and economically cost effective means of enhancing independent living among older people, reducing loneliness and isolation that can contribute to ill health. The research shows that funding for the BARS scheme should be sustained and expanded, despite or because of the current era of cutbacks in UK and international service provision.

The paper highlights the value, role and importance of both befriending and re-ablement in a time of acute public and voluntary sector funding pressures. The paper is of value to a range of stakeholder groups such as older people, local and central governments and health care commissioners.

The purpose of this article is to provide a set of role playing exercises for teachers that demonstrates to their students the relationship between organizational justice and conflict management.

The objectives are achieved by presenting two scenarios that illustrate a manager who conducts a performance review and is highly sensitive to organizational justice issues and a manager who conducts a performance review and disregards organizational justice issues. Students are allowed to role play several conflict management styles adopted by these two managers, and observe the effects these styles might have on the organization, the employees, and the outcome of the performance review.

The article proposes that a student will learn the value of organizational justice and discover the negative consequences for the manager who fails to attend to both the social and structural elements of the just and fair treatment of employees. Students will learn new techniques for handling conflict; in particular, the conflict that arises during performance reviews.

The relationship between organizational justice and conflict management has received very little attention in the literature. The exercises in this article will expose the student to a new way of viewing management decisions and treatment of employees. The hope is that these insights will carry over into real‐world practices that benefit the employees, the managers, and the organization.