Search results

Junior doctors rotating through psychiatry often practise in isolated environments with little prior experience in this field. This can cause anxiety amongst doctors, and may potentially lead to patient safety concerns. The paper aims to discuss these issues.

A novel peer-led simulation style teaching session was developed to improve junior doctor knowledge and confidence when working with psychiatry rotations out of hours.

Following successful completion of two iterations of the teaching, junior doctors reported increased confidence, reduced anxiety and a more positive attitude following the session. Facilitators were similarly positive in their feedback, being able to gain formal teaching experience and appraisal.

A novel, inexpensive and easily replicable teaching session is introduced, which can improve junior doctors’ practice and experience when working in psychiatry settings out of hours.

The purpose of this paper is to improve the quality of care of patients presenting with challenging behaviour.

Current guidelines are described, and adherence to the standards is audited, with a particular emphasis on physical restraint.

The results of the clinical audit revealed that in the substantial majority of episodes of challenging behaviour, non-physical techniques were used prior to the need to intervene with physical restraint; however, when physical restraint was used, there was limited use of staff debriefs to facilitate reflection- and work-based learning. A potential diagnostic link to the likelihood of use of prone position restraint was also a finding. The results of a quality improvement project undertaken in response to the findings of the clinical audit demonstrated significant and sustained improvements in adherence to most standards.

Continuous improvements to the safety of both patients and staff when managing acute challenging behaviour requires ongoing quality improvement interventions underpinned by the application of human factors principles.

The completion of this audit cycle suggests that it is useful to measure specific points of care processes, however, continuous improvement interventions are indicated to lead to sustained improvement – in this paper this is demonstrated by the safer management of challenging behaviour.

It is with great sadness that I note the passing of Thomas Shuler Shaw, a member of our Editorial Board. A knowledgeable and indefatigable bibliographer, specialist in documents, author and reviewer, librarian and educator, he will be missed by the profession as a whole. We were made richer for his presence, by his ideas, his efforts and humanism, and—although the pace of life sometimes diminishes our immediate awareness of such virtues so unassumingly given—we were indeed fortunate that our lives coincided with his. I will personally miss him more than words can express. As I said so many times to Tom as we parted company at ALA Conferences, “Thank you for your time…. So long.”

The co-housing concept originated in Denmark in the late 1960s as an alternative to traditional housing models. There are four characteristics common to most co-housing projects: participatory process, intentional neighborhood design, extensive common facilities and complete resident management. Quayside Village Co-housing is located in North Vancouver, British Columbia and has provided nineteen dwelling units in a mix of townhouses and stacked apartments around a central courtyard which functions as the heart of the community.

To extend the discussion held in part 1, and develop a two‐tier fifth‐generation model of corporate entrepreneurship and innovation.

The components that have been synthesized from a review of the literature in Part 1 are extended using evidence from the literature. These components are used to construct a two‐tier model of corporate entrepreneurship and innovation; a macro model which presents the high‐level environmental drivers of innovation and a micro model that discusses the contextual factors that underpin the corporate entrepreneurship and innovation process.

From the analysis conducted in part 1 it is evident that there is a strong relationship between the role of the corporate entrepreneur and the innovation process. It is suggested that by separating the corporate entrepreneur from the innovation process previous models have been overly reductionist in their construction, and their utility has, as a consequence, been severely constrained. The study therefore combines the role and activities of the entrepreneur with the innovation process into a unified framework. In doing so the paper develops a two‐tier fifth‐generation model of corporate entrepreneurship and innovation. The final sections of the paper present the model's implications for management and suggestions for further research.

This paper fulfils an identified gap in the literature, namely the development of a new holistic model of corporate entrepreneurship and innovation, which illustrates the environmental and contextual relationships between the corporate entrepreneur and the innovation process.

To examine the literature on corporate entrepreneurship and innovation and to develop a combined definition of these two terms. Moreover, the literature is used to construct a holistic model that seeks to explain the links between corporate entrepreneurial activity and the innovation process.

A number of published works on entrepreneurship and innovation are critiqued. The findings from this literature review are used to develop a framework illustrating the relationships between the corporate entrepreneur and the innovation process.

The paper presents a combined definition of corporate entrepreneurship and innovation and, from the literature review, concludes that previous models on entrepreneurship and innovation are fragmented because there is little exploration on the relationships and dynamics between these two factors. A framework of corporate entrepreneurship and innovation is constructed by synthesising the information gathered from previous literature. This model shows that there are missing links between the entrepreneur and the innovation process. The paper discusses three factors that may explain both the dynamics and the relationships between the entrepreneur and the innovation process. These are entrepreneurial attitudes, vision and actions.

This paper fulfils an identified gap in the literature, namely the lack of investigation into the links between the corporate entrepreneur and the innovation process, and suggests three factors that could be used to explain this gap. Part 2 of this paper will present a new holistic model of corporate entrepreneurship and innovation that illustrates the relationships between these two areas in more detail.