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Clinical governance has become internationally recognised as a whole‐system framework for the continuous improvement of quality in health service delivery. This study aims to explore the issues in implementing a comprehensive clinical governance framework in an organisation that provides services to children and adults with intellectual disabilities supported by a wide range of clinical interventions and therapies.

This was an action research study that utilised a co‐operative inquiry approach because of its capacity to facilitate engagement in a collaborative “bottom‐up” meets “top‐down” process amalgamating theory with organisational priorities to achieve practical and planned change. Action research methodologies use a problem solving approach, focus on real‐life issues, and are open and inclusive. The study aimed to identify current practices in inter‐disciplinary team working including the measurement and monitoring of quality, and to design collaboratively an integrated team‐based service delivery model that focuses on continuous improvement in the quality of clinical services.

The study highlights the benefit of adopting a co‐operative inquiry approach to the development of a clinical governance framework. Staff at all levels began to take ownership of the clinical governance agenda. The systemic perspective promoted collaboration across clinical and non‐clinical disciplines and it is anticipated that it will result in new approaches to service quality in the organisation in the future.

This case study demonstrates how the practical and participatory approach of the action research and co‐operative inquiry methodologies can contribute to the resolution of a real organisational issue and enable transformational change in the infrastructure of clinical services.

The occupational stress and well-being literature often focuses on specific causes of stress as health risk factors to be managed, on attributes of work environments that are stressful and/or risky, or on prevention and intervention strategies for managing these causes of stress as well as individual stress responses at work (Quick & Tetrick, 2003). The occupational stress literature has not focused on how executives and organizations can cause positive stress for people at work. In this chapter, we explore a principle-based framework for executive action to create positive, constructive stress for people at work.

The first major section of the chapter discusses seven contextual factors within which the principle-based framework is nested. The second major section of the chapter develops nine principles for executive action. The third and concluding section of the chapter turns the focus to a set of guidelines for executive action in managing their personal experience of stress.

This research aimed to describe and examine the effects of war followed by forced displacement on Syrian mothers and their children in terms of Reuben Hill's Family Stress Theory and identify essential elements to consider in social work practice with this population.

Semi-structured interviews were conducted with 19 Syrian mothers living in the United Arab Emirates (UAE). A thematic analysis at both a semantic and latent level was completed. A case study – “Noor” – was developed to offer insight into one Syrian woman's experiences and response to war-related stressors and displacement.

The findings from the analysis of the interviews and case study indicated that for Syrian families displaced by conflict the traumas of war were compounded by ongoing and multiple emotional and practical stressors, with ongoing experiences of “loss” being the significant stressor. Giving context to these findings highlights the demand and impost on the host countries, in this study, the UAE, to continue their significant humanitarian efforts to Syrian families.

These findings will assist social workers, humanitarian organisations and their staff and others working with Syrian families, to respond more effectively.

There is no research in evidence in the professional literature that addresses the effects of war on displaced Syrian families in terms of Reuben Hill's Family Stress Theory.

The increased involvement of customers in their experience is a reality for all service organisations. The purpose of this paper is to explore the way organisations collaborate with customers to facilitate consumption of cultural experiences through the lens of co-production. Although organisations are typically an integral part of the co-production process, co-production is typically considered from a consumer angle. Aligned with the service ecosystem perspective and value-in-cultural context, this research aims to provide greater insight into the processes and resources that institutions apply to co-produce experiences with consumers and the drivers and inhibitors of such processes.

Case study research with three exemplar organisations, using in-depth interviews with key informants was used to investigate the processes organisations follow in co-producing the service experience with customers, as well as the drivers and inhibitors of organisational co-production of the service experience in the cultural sector.

The findings illuminate that cultural organisations are co-producing the service experience with their customers, as revealed through a number of key processes: inviting customers to actively participate in the experience, engaging customers and supporting customers in the co-production of the experience. Increasingly demanding consumers and a changing competitive landscape are strong external drivers of co-production. Visionary leadership and consumer-focussed employees are internal factors impelling organisations to co-produce experiences with consumers. A strong curatorial orientation, complex organisational structure, employee attitude and capability gaps and funding constraints are impediments towards organisations co-producing experiences with consumers.

This paper addresses a gap in Service-Dominant logic theory, arts/cultural marketing and broader services marketing literature by proposing a broadened conceptualisation of co-production of the service experience. This conceptualisation can be used as a platform to derive strategic imperatives for managers of service organisations. The findings highlight the key practices and resources that are central to organisations co-producing experience with customers. In this way, greater understanding of institutional logics and practices that underpin experience co-production emerges.