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Studies demonstrate how patient roles in system redesign teams reflect a continuum of involvement and influence. This research shows the process by which patients move through this continuum and effectively engage within redesign projects.

The authors studied members of redesign teams, consisting of 5–10 members: clinicians, systems engineers, health system staff and patient(s), from three health systems working on separate projects in a patient safety learning lab. Weekly team meetings were observed, January 2016–April 2018, 17 semi-structured interviews were conducted and findings through a patient focus group were refined. Grounded theory was used to analyze field notes and transcripts.

Results show how the social identity process enables patients to move through stages in a patient engagement continuum (informant, partner and active change agent). Initially, patient and team member perceptions of the patient's role influence their respective behaviors (activating, directing, framing and sharing). Subsequently, patient and team member behaviors influence patient contributions on the team, which can redefine patient and team member perceptions of the patient's role.

As health systems grow increasingly complex and become more interested in responding to patient expectations, understanding how to effectively engage patients on redesign teams gains importance. This research investigates how and why patient engagement on redesign teams changes over time and what makes different types of patient roles valuable for team objectives. Findings have implications for how redesign teams can better prepare, anticipate and support the changing role of engaged patients.

The need for effective industrial sales‐force motivation is emphasised and the theoretical relating to Herzberg's theory is discussed. Previous empirical studies are reviewed and the results of a 1985 investigation of British industrial salespeople's views on motivation and dissatisfaction are analysed. Implications concerning the Dual Factor Theory and industrial salesforce management are examined.

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.

Suggests that most managers (other than those in marketing) take the view that too much money is spent on marketing. Adumbrates that the accountant may be able to contribute to improved decision making in marketing with regard to expenditure as an investment outlay rather than current expenses. Stresses, herein, that the concern for accounting is with marketing assets and their intangibility. Discusses further assets, valuation and investment and portrays these with the aid of tables and figures. Sums up by saying that a strong case can be made for recognizing many examples of marketing outlay as investments in assets rather than current operating expenses, showing new light on attitudes towards marketing decision‐making and financial reporting.

The apparent failure on the part of companies to evolve a satisfactory costing scheme for their physical distribution (PD) systems is now giving way before a sustained attempt to rationalise PD costs. The author reviews the legislative and economic changes which have led to a recognition of the need for change, and he suggests that the “Total Distribution” (TD) approach to a solution is the one to be explored. The distinctive nature of the different accounting schemes in use, and their informational requirements, are discussed. The complex nature of PD involves the use of both operational research and statistical techniques. In fact, the need for improved information for PD management is not yet being met, and this hampers decision‐making. The monograph looks at the shortfalls in financial accounting for PD, and at the complex and ambiguous relations between PD and the formal company financial statement. Finally, the profit‐analysis approach may be the answer, and this can be incorporated within the framework of a missions approach. The author concludes that, so far, neither orthodox accounting procedures nor experimental approaches have yet provided a complete answer for PD cost analysis.

This study examined the impact of resonance expressed by the positive emotional attractor (PEA) and dissonance represented by the negative emotional attractor (NEA) created by medical students during diagnostic encounters with standardized patients (SPs) (laypeople) from the clinical skills exam (CSE). Secondary data were collected from 116 videotaped CSE encounters between SPs and medical students. Associations among the PEA and NEA states, and medical student effectiveness measured by SP, faculty, and differential diagnosis scores using moderated multiple regression analysis were determined. Results suggest that the PEA and NEA are powerful conditions for determining medical student effectiveness in clinical encounters.

The purpose of this paper is to introduce an approach for m‐valued classical and non‐classical (reversible and quantum) optical computing. The developed approach utilizes new multiplexer‐based optical devices and circuits within switch logic to perform the required optical computing. The implementation of the new optical devices and circuits in the optical regular logic synthesis using new lattice and systolic architectures is introduced, and the extensions to quantum optical computing are also presented.

The new linear optical circuits and systems utilize coherent light beams to perform the functionality of the basic logic multiplexer. The 2‐to‐1 multiplexer is a basic building block in switch logic, where in switch logic a logic circuit is implemented as a combination of switches rather than a combination of logic gates as in the gate logic, which proves to be less‐costly in synthesizing wide variety of logic circuits and systems. The extensions to quantum optical computing using photon spins and the collision of Manakov solitons are also presented.

New circuits for the optical realizations of m‐valued classical and reversible logic functions are introduced. Optical computing extensions to linear quantum computing using photon spins and nonlinear quantum computing using Manakov solitons are also presented. Three new multiplexer‐based linear optical devices are introduced that utilize the properties of frequency, polarization and incident angle that are associated with any light‐matter interaction. The hierarchical implementation of the new optical primitives is used to synthesize regular optical reversible circuits such as the m‐valued regular optical reversible lattice and systolic circuits. The concept of parallel optical processing of an array of input laser beams using the new multiplexer‐based optical devices is also introduced. The design of regular quantum optical systems using regular quantum lattice and systolic circuits is introduced. New graph‐based quantum optical representations using various types of quantum decision trees are also presented to efficiently represent quantum optical circuits and systems.

The introduced methods for classical and non‐classical (reversible and quantum) optical regular circuits and systems are new and interesting for the design of several future technologies that require optimal design specifications such as super‐high speed, minimum power consumption and minimum size such as in quantum computing and nanotechnology.

The purpose of this paper is to report on the incidence of the choice between full‐cost and variable‐cost pricing, and to examine the factors that could possibly influence this choice. The findings indicate that whereas 74,5% of the firms use full cost for pricing their products, only 25,5% use variable costs. The research provides evidence that supports the size of the company, product type, stage in product lifecycle, materiality of fixed overhead costs and the objectives of the company as significant variables influencing the choice of the cost base for product pricing.