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Formalized business-to-business (corporate) barter is relatively new to the Australian business marketing and purchasing landscape. This is the first empirical study reported on business-to-business barter in Australia. Business-to-business barter operates through trade exchanges which centralize barter transactions in a highly organized and transparent manner. Computer technologies have facilitated the growth and sophistication of this exchange system. It appears to becoming institutionalized in Australia within and alongside the orthodox prices-mediated market regime. Business-to-business barter might be seen as an innovation on a very old fundamental in exchange that has re-emerged in response to deficiencies in the orthodox system.This chapter reports research on the largest of Australia's barter trade exchanges, Bartercard. Bartercard is not only a national exchange within Australia as it also has begun to internationalize its operations. A national mail survey of Bartercard members was conducted to understand more of this form of business-to-business enterprise. Issues investigated include: benefits of membership, limitations of the system, “pricing” within the system, the transaction coordination mechanism, factors leading to success of the system and its likelihood of longevity. Demographics of surveyed firms are reported. The results indicate that there are significant benefits for members but that trading in the system has limitations which necessitate a reliance on the orthodox prices-mediated system for the larger part of the firm's business activity. It does appear that a membership consociation exists within the system which facilitates the transaction mediation. The organizational nature of the trade exchange investigated, and its management, will ensure continuation of its members' business barter trade regardless of variations in the macroeconomics of Australia's economy. Avenues for enterprising research are uncovered.

The purpose of this paper is: first, to present a qualitative descriptive case study of the Mayo Clinic leadership and organization development philosophy and approach; second, to summarize a strategy for using intentional organization design as a foundation for culturally aligned physician leadership development and third, to describe the Mayo Clinic Leadership Model.

This manuscript is a qualitative descriptive case study of the Mayo Clinic leadership development philosophy and approach. The authors reviewed the organization design and leadership development programs of a leading healthcare institution. In the systematic appraisal, the authors sought to understand the key features and elements of team-based leadership development and the supporting organizational characteristics that guide development with the use of a customized institutional leadership model.

The authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are: patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Effective organization design aligns the form and functions of the organization with leadership development and its mission.

This qualitative descriptive case study presentation and analysis offers a unique perspective on physician leadership and organization development in healthcare.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In a qualitative descriptive case study of the Mayo Clinic leadership, the authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to offer a critical review of the work of Tom Peters.

Notes a degree of narrative experimentation in the works of Tom Peters. Offers a narrative typology to describe this narrative change, suggests a number of reasons for this narrative experimentation and outlines topics for future research in this area.

The paper suggests that Peters' narrative experimentation reflects twin frustrations. Namely Peters' frustration with the short‐term orientations and innate conservatism of the US business élite and peripheralization in Corporate America.

The paper proposes an original narrative typology for the examination of Peters' work and suggests directions for future research.

This study aimed to address three key gaps in existing knowledge about postgraduate researchers’ (PGRs) well-being. It investigated 1) the frequency and nature of depression, anxiety and well-being amongst PGRs, and relatedly, characteristics that convey vulnerability, 2) factors that impact PGR well-being, and 3) factors that influence help-seeking.

The mixed-methods design comprised quantitative and qualitative approaches. Using opportunity sampling, 585 PGRs registered at a large UK University completed an online survey. The perspectives of a purposive sample of academic and Professional Services staff (n = 61) involved in supporting PGRs were sought through in-depth focus groups and semi-structured interviews, which were audio-recorded, transcribed verbatim and analysed using inductive thematic analysis.

PGRs scored lower on measures of well-being and higher on measures of anxiety and depression than aged-matched groups in the general population. PGR well-being was positively affected by personal and professional relationships, and negatively affected by academic challenges and mental health problems. Academic supervisors were the primary source of support for students experiencing well-being difficulties. Thematic analysis revealed four domains that impact upon PGR well-being: postgraduate researcher identity; pressures and expectations of postgraduate research; complexity of the supervisor role; and pinch points in postgraduate research. Each domain had associations with help-seeking behaviours.

This study provides evidence that the PGR experience is perceived to be distinct from that of other students, and this helps understand sources of stress and barriers to help-seeking. It provides a steer as to how higher education institutions could better support the PGR learning experience.

The purpose of this paper is to investigate and illustrate the potential relationships between doctoral students’ life histories and educational experiences and their methodological understanding and assumptions.

The qualitative research design consisted of life-history interviews with nine doctoral researchers in the UK in disciplines relating to the social sciences.

The study indicated that the students’ methodological assumptions may be understood as a socially constructed product of their life histories and academic experiences. Experiences of postgraduate research training were presented as having the potential to unlock the methodological consciousness required to re-frame these experiences, improve understanding and resolve methodological conflict.

This paper provides an insight into the complex nature of the development of methodological understanding and a provocation for considering methodological becoming through the lens of socialisation. This may have utility for both doctoral students and educators.

Posits that most contemporary interest in the university‐industry linkages stems from a concern to increase the birth rate of new technology‐based firms and/or the velocity with which indigenous scientific capability is translated into commercial technologies. Notes that many analysts of science parks and silicon valleys argue that this kind of knowledge‐based innovation requires cosmopolitan economic and social milieux with good communication links, easy access to air transport, highly educated workers and sophisticated cultural amenities. Argues that on the receiving end of contemporary innovation systems are indigenous and other disempowered groups and economically depleted communities with little stake in scientific and technical advancement and virtually no involvement in the policy or social networks set up to steer the knowledge system. Describes an experiment to discover processes by which marginalized, economically distressed communities can use institutions of the “knowledge economy” to foster the social and technological innovation necessary for their survival. Joins the University College of Cape Breton with universities in Mexico to form structured relationships with communities on Cape Breton Island and with a Mayan community on the Yucatán Peninsula. Bases techniques on searching for economic opportunities, construction of community business organizations, training, community development and supportive aftercare services to provide the three components of community economic regeneration: finance, technology and formation. Works to find ways to use the dynamics of triple helix innovation to construct knowledge systems that work in favour of the peripheral communities threatened by trade liberalization and the decline of resource regions. Specifically asks how can the institutions of the “knowledge economy” contribute to the development of a local sub‐economy that supports local businesses? Employs a social economy approach to the establishment of community businesses, differing from others in the community business movement in the belief that the “knowledge economy” can provide resources and eventual economic and social survivability to distressed regions. Argues that economic regeneration among marginal groups requires: access to improved production and organizational technologies; that universities can provide this access, especially in distressed communities; a transfer system usually has to be established; specific steps must be taken to establish new community businesses; and a maintenance system with specific characteristics must be established.