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Purchasing has enjoyed a change of image in recent times. Once regarded as a peripheral, cost‐obsessed activity, it is now widely recognized as a potentially vital strategic discipline. Yet the ways in which many efficiency and financially‐based measures are employed reflect the outdated idea that purchasing is an add‐on cost to a business. A new approach to measurement is required that supports and reflects purchasing's value‐adding contribution.

The government plays a critical role in driving building information modeling (BIM) implementation. The purpose of this study is to investigate the government efforts for driving BIM implementation in three benchmark countries, namely, Singapore, the UK and the US, so as to develop appropriate roadmaps for increasing BIM implementations in other countries.

This study performs a review on the government efforts and roles in BIM implementation in three benchmark countries, namely, Singapore, the UK and the US.

Through cross comparison with existing literature, it is found that Singapore and the UK adopt a government-driven approach and a phase-by-phase development pattern is observed. The first phase focuses on the building sector to rapidly increase the use of BIM and the government generally plays the role of an initiator. In the second phase, BIM is expanded to other implementation areas, e.g. smart city. The importance of the initiator role decreases and more attention is paid to supporting roles such as researcher, educator and regulator. In contrast, an industry-driven approach is adopted in the US. The main role of the government is that of a regulator, with research institutions actively supporting the BIM implementation.

General roadmaps of the two mandating approaches are presented. The results can provide a useful reference for countries and regions that intend to develop roadmaps to increase their BIM maturity level and enhance readiness to accept and implement BIM.

This study is one of the first studies that investigate the step-by-step roadmaps for implementing BIM from the perspective of changing government roles.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

In this paper, we argue that the opportunities created from the recent transformational change in the health care industry have provided the environment for entrepreneurship to thrive. As a result, new and innovative organizational forms have flourished particularly when embedded in communities of entrepreneurial activity where networks of experience, access, and social/work relationships exist. The major purpose of this paper is to initiate a theoretical dialogue in which entrepreneurship is introduced as a field of research that can be used to explain how and why health care organizations have emerged and changed into their present forms. First, we present the basic elements for understanding the process of entrepreneurship and how entrepreneurial activity is important to the innovation of new organizational forms. Second, we relate this to the field of health care by focusing on the three stages in the entrepreneurial model: creation, discovery, and exploitation of entrepreneurial opportunities. Third, we argue that the degree of entrepreneurial activity within a given community is the outcome of a dynamic process involving social networks along with positive economic and legal activities that reduce transaction costs and encourage entrepreneurship. To demonstrate this, we focus on the area known as the “health care business capital” in the U.S. – Nashville, Tennessee – and describe the entrepreneurial activity in that city beginning in the 1960s and relate this to the existing theory. We believe this research represents a juxtaposition of the practical and theoretical, so critical in understanding entrepreneurial activity and new organizational forms in health care.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The emphasis on outcomes rather than process is an area that is receiving significant attention across the delivery of public sector services, and the question ‘so what?’ is increasingly being asked of service providers. With service user self‐direction being the focus of both provision and commissioning over the coming years, there will be an increasing need to justify the delivery and development of social care in terms of the end result. Strong leadership and vision is required across the public sector if this change, in both organisational culture and service user expectation, is to be achieved.Leadership as both a competency and an organisational function has been well researched within health and social care. The literature largely points towards the need for clarity and strength within the strategic vision, especially when considering the management of change and multifaceted partnerships, both of which are crucial to the delivery of social care outcomes. The actual detail of the outcome framework, and the means by which it can be measured and quantified, is still an area of debate, and as such the aim here is to highlight some of the benefits and barriers that may be faced as the reform of the social care system evolves, with a specific focus on the impact that leadership can have on the delivery of an outcome‐focused mental health social care serviceThe analysis of outcome‐focused organisations is a relatively new concept in health and social care, and as such this paper seeks to debate the evidence in terms of whether leadership contributes to better service user outcomes in mental health social care. Dynamics within organisations, professions and with service users are all key considerations in the achievement of positive outcomes, and the role of the leader is to empower the staff group to power share and move towards co‐production in order to embed choice, control and service user contribution in the overall philosophy and culture of mental health service provision and developments.The overall conclusions of this paper are that leadership is important in terms of shaping services, ensuring governance and promoting innovation, and as a result it is possible to suggest that leadership and positive outcomes do have a direct correlation.

This paper aims to examine the relationship between intra-organizational knowledge hiding (I-OKH) and turnover intention via the mediating role of organizational embeddedness.

A model was developed and tested with data collected from 276 knowledge workers from the Islamic Republic of Iran Broadcasting (IRIB) using Smart PLS3 to test the hypotheses.

Results show that organizational embeddedness mediates the relationship between intra-organizational knowledge hiding and turnover intention because intra-organizational knowledge hiding relates negatively to organizational embeddedness, which, in turn, has a negative effect on turnover intentions.

This study can be beneficial for organizations that employ knowledge workers. The management should pay attention to the existence and consequences of intra-organizational knowledge hiding to control one of the causing factors of weakened organizational embeddedness, which, in turn, increases employee turnover intentions.

This study is the first attempt to analyze knowledge hiding from a third-person point of view. Moreover, this is the first to examine the mediating role of organizational embeddedness in the relationship between intra-organizational knowledge hiding and employee turnover intentions, enriched by employing the data from the knowledge workers beyond the Anglo-American-European world.