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The primary aim of this study was to better understand the grounds to develop a monitoring and performance measurement method to support the environmental management of construction operations. The practical purpose was to improve environmental activities in construction sites. This study helps to fill the gap between environmental needs and practices on construction sites.

Action research was the principal research method. The research procedure was executed in collaboration with construction companies. The EICS meter was originally developed to create rules for environmental competition between construction sites. Since the time of this competition, the meter has been further improved in other studies.

Based on the literature and feedback gained in the testing round of the EICS, five relevant categories were formulated to evaluate environmental operations: environmental information management, waste management, material handling and shielding, energy use and emissions. A simple index method was applied for these five categories. Furthermore, observation targets and acceptance criteria were defined for these categories. The meter supports environmental management in practise. The method can be used to analyse the starting point level when developing environmental processes.

This study offers insights based on action research for both academics and practitioners. The meter is outlined for Nordic conditions, but the structure of the method is also suitable elsewhere. The national demands can be locally fine-tuned.

What makes employees feel well within an organization? The aim of the present chapter is to start from a paradigm that emphasizes human relationality, affectivity, and intersubjective systems, and accordingly focuses on how well-being is emerging from contextual interrelations between employees. Applying this perspective to a qualitative study of nurses in a nursing home, I came to see the work community as a well-being-generating system in which the well-being of individual members is constructed together as an ongoing social accomplishment. In addition, I identified four systemic processes within the work community that greatly influence the well-being-generating capacity of the system.

This paper describes factors influencing doctor‐managers' decision making in specialised health care, health centres and at different levels of management.

Data were collected as part of a survey on physicians graduating in 1977‐1991 as drawn from the register of the Finnish Medical Association. The study sample was formed by selecting all physicians born on odd days (n=4,144) from the baseline group (n=8,232). The category of doctor‐managers comprised physicians reporting as their main occupation: principal or assistant principal physician of hospital, medical director or principal physician of health centre, senior ward physician of hospital, and health centre physician in charge of a population area.

Independent of gender, all doctor‐managers responding to the survey reported that the most important base for decision making was personal professional experience. Position in organisation (first‐line manager, principal physician) had no impact on the base of decision making. Doctor‐managers in primary health care utilised knowledge on norms and knowledge available from their organisation in support of their decision making to a greater degree compared with doctor‐managers in specialised health care.

Evolution discourse from public administration is not yet receiving much response in Finnish doctor‐managers' activities, instead, they still act as clinicians.

Facing the growing challenges of the future, the paper shows that doctor‐managers should reconstruct their orientation and to act more like managers.