B.R.A. Buckley, J.D. Smith and D.B. Welbourn
Lapping blind bores has until recently defied automation. It has depended on operators deriving information about the process through their fingertips and using the information to…
Abstract
Lapping blind bores has until recently defied automation. It has depended on operators deriving information about the process through their fingertips and using the information to control the process. This article describes the information which was found to be passing through the fingertips and how an adaptive substitute for the operators brain could be made to control the lapping. Any similar system using human touch for detection and control could be automated.
Stephanie Kaudela-Baum, Karina R. Jensen and Rob Sheffield
This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations…
Abstract
This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.
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THE article which we publish from the pen of Mr. L. Stanley Jast is the first of many which we hope will come from his pen, now that he has release from regular library duties…
Abstract
THE article which we publish from the pen of Mr. L. Stanley Jast is the first of many which we hope will come from his pen, now that he has release from regular library duties. Anything that Mr. Jast has to say is said with originality even if the subject is not original; his quality has always been to give an independent and novel twist to almost everything he touches. We think our readers will find this to be so when he touches the important question of “The Library and Leisure.”
Clare Horackova, Sarah Bloomfield, Carla Roberta Pereira and Fidèle Mutwarasibo
The Chartered Manager Degree Apprenticeship (CMDA) was approved for delivery in the UK in 2015 (IfATE, 2023). The CMDA offers future managers the opportunity to gain a recognised…
Abstract
Purpose
The Chartered Manager Degree Apprenticeship (CMDA) was approved for delivery in the UK in 2015 (IfATE, 2023). The CMDA offers future managers the opportunity to gain a recognised degree as well as the practical skills to thrive in today's competitive job market. A number of studies have been written on the development phase of the CMDA in various institutions, but to date no systematic review exists to provide an overview of commonalities and insights gained across these studies. This review aims to fill this gap.
Design/methodology/approach
A systematic literature review (SLR) was used to identify studies written on the CMDA since its introduction. In total, 12 papers met the authors' selection criteria, and thematic coding was used to analyse and present the findings.
Findings
Findings were grouped into five themes: (1) curriculum design; (2) programme delivery and support for apprentices; (3) portfolio of evidence and End Point Assessment (EPA); (4) working with employers and (5) recruitment and onboarding.
Originality/value
This review is the first synthesis to date of literature written on the CMDA. The authors' analysis has allowed them to formulate recommendations for future practice that will be of use to providers in the next phase of the CMDA's development.
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Dimitra (Jenny) Cartwright and Joseph McNulty
The COVID-19 pandemic tested leadership in chaos and complexity and resulted in many lessons learnt in the process. One such opportunity was the cruise ship Ruby Princess “mishap”…
Abstract
Purpose
The COVID-19 pandemic tested leadership in chaos and complexity and resulted in many lessons learnt in the process. One such opportunity was the cruise ship Ruby Princess “mishap” in Australia which resulted in the failure to quarantine the virus onboard the cruise ship thus allowing transmission into the Australian community. The purpose of this paper is to use the Ruby Princess as a case study and apply a systems thinking analysis to it.
Design/methodology/approach
Whilst many inquiries and commissions have documented the failings of the agencies or “systems” involved in the Ruby Princess, the Ruby Princess case study provides a suitable example for the application of systems thinking analysis. The paper proceeds by identifying the various agencies either directly or indirectly involved in the Ruby Princess disaster and groups them based on the system they represented (state; federal; international or cruise-based system). These systems were mapped providing a visual representation of the complexity of the landscape in which police and public safety agencies had to operate in to respond to the Ruby Princess.
Findings
Over 30 agencies were found to be either directly or indirectly involved in the Ruby Princess. Following the application of systems thinking analysis, it was clear that the various systems were operating in silos, thus failing to fully exploit the interconnections between and within all the systems which ultimately resulted in the Ruby Princess.
Practical implications
The results of this analysis have informed a series of recommendations for leadership development within similar contexts, including embracing a systems thinking approach.
Originality/value
Using the Ruby Princess as a case study, this article presents a novel approach through the application of systems thinking and how it can enhance a leader’s ability to navigate the current “new normal” operating environment. It highlights the importance of public safety leadership moving away from an insular systems focus towards more of a public sector partnership which is an imperative for police and other public safety agencies to navigate through times of complexity and chaos.
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Alasdair Liddell and David Welbourn
The paper seeks to move the integrated care debate forward by exploring what contributes to improved quality and efficiency, and to consider the practical consequences of…
Abstract
Purpose
The paper seeks to move the integrated care debate forward by exploring what contributes to improved quality and efficiency, and to consider the practical consequences of translating a model exemplifying that success into the English context.
Design/methodology/approach
The authors contend that a key driver is to unite the whole system in a single purpose, incentivising all parts to align with that single shared purpose. Although designed for a very different healthcare system, the Accountable Care Organisation (ACO) model exemplifies this principle – aligning incentives across a variety of providers to achieve practical integration driven by outcomes.
Findings
The authors explore what an ACO model would comprise if transposed, demonstrating that it offers the short term gains claimed for integrated care whilst also providing a structured framework setting out a clear long term roadmap for both commissioner and provider evolution, hitherto not addressed by policy. Drawing analogies from other industries it is suggested that potential conflict between integration, competition and choice is exaggerated. The discussions with leaders and whole community groups has consistently been found to provide fresh and helpful insight.
Originality/value
In this paper, the authors bring fresh insight to what aspects of integrated care contribute to future success and then explore why and how that insight can be applied by translating growing experience from elsewhere into the English NHS setting.
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This paper seeks to explore the theoretical bases for teacher‐delivered and peer‐delivered sexual health promotion and education.
Abstract
Purpose
This paper seeks to explore the theoretical bases for teacher‐delivered and peer‐delivered sexual health promotion and education.
Design/methodology/approach
The first section briefly outlines the main theories informing sexual health interventions for young people, and the second discusses their implications for modes of delivery.
Findings
Most interventions that claim to be theoretically based draw on social‐psychological cognition theories. Other programmes aim to develop self‐esteem and/or empowerment, while the two main sociological ideas underpinning sexual health programmes are the gendered construction of sexuality and the diffusion of innovations.
Research limitations/implications
More research is necessary to clarify the mechanisms by which sexual health promotion works, which in turn should contribute to more empirically based theory.
Practical implications
If theoretical ideas are to be translated into potentially effective programmes, the specific features of the setting, target group and those delivering the programme must be taken into account.
Originality/value
This paper compares the theoretical justifications for different modes of delivering sexual health promotion, through outreach peer educators, formal school‐based peer educators and teachers.
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The purpose of this paper is to examine how companies can achieve business excellence in a highly volatile, uncertain, complex and ambiguous (VUCA) environment. Within the…
Abstract
Purpose
The purpose of this paper is to examine how companies can achieve business excellence in a highly volatile, uncertain, complex and ambiguous (VUCA) environment. Within the literature about business excellence, there is a lack of understanding of the impact of today’s high VUCA on achieving business excellence. A new business concept, business excellence in a volatile, uncertain, complex and ambiguous environment (BEVUCA), will be illustrated so as to bridge this gap by considering the overall VUCA influence and the influences of each specific term individually.
Design/methodology/approach
The research incorporated a systematic literature review for three knowledge areas, namely: VUCA, business excellence and the management integration of quality and risk. The later knowledge area was reviewed because such diverse management thinking can help to achieve BEVUCA.
Findings
The research provided a definition for a new business concept and the systematic literature review identified 18 critical success factors so as to manage and excel under a high VUCA business environment. Finally a conceptual framework was developed for integrating quality management and risk management thinking so as to achieve BEVUCA.
Originality/value
BEVUCA can be used to close the current gap in the body of literature by providing a link between VUCA and business excellence, and hence advancing the discussion in these areas. Additionally, the BEVUCA conceptual framework can be used as guidance in integrating quality management and risk management to achieve the identified critical success factors.