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The study presents the principal results of a survey into patient information needs and satisfaction levels in a large general hospital as part of a feasibility study on the provision of a patient information service. The background to the survey is the change in the patient/doctor relationship to one of consumer/supplier, coupled with the growing awareness of the importance of patient education and information as a form of preventive medicine. The survey found that information given prior to admission increased satisfaction rates for information provision generally, but also led to more questions being asked during the stay in hospital. Patients were given information freely, though there are slight gender differences, and there is a preference for verbal rather than written information from doctors. There are implications for patient information services. A range of patient resources is provided by wards, but there are problems of co‐ordination of supply and the human resources needed to manage them effectively.

The purpose of this paper is to explore the construction of gender identity in the Canadian television series Bomb Girls (2012-2013), which depicted the lives of women working at a munitions factory during the Second World War.

This research is guided by a postmodern feminist and historiographic approach to organization studies. The study involved a qualitative content analysis of the series to explore the construction of gender identity among female factory workers, given traditional social constructions of gender prominent in wartime.

In its (re)construction and (re)negotiation of gender identity, Bomb Girls told a story about women’s working lives during the Second World War that reflected themes of independence, resilience and transformation.

This paper contends that Bomb Girls is a revisionist work of postmodern feminist history that subverts gender norms and retrospectively offers a nuanced and progressive narrative about the lives of Canadian women who entered the workforce during the Second World War.

This research contributes to historiographical approaches to management and organization studies by bringing a postmodern feminist historical lens to the study of women’s work in a popular culture representation. In doing so, this research responds to long-standing and widespread calls for an “historic turn” in the field as well as for research that addresses gender as a central analytical category.

For many years culture has been claimed as an important component of organizational success in general and TQM and quality improvement in particular. This study examined management culture and quality performance in a sample of New Zealand manufacturing organizations. The culture was measured using the Organizational Culture Inventory, and quality performance was measured using questions from Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand. Different management cultures were found to have correlations with quality indicators such as: warranty claims, percent defectives, ratio of quality inspectors to direct production workers, and delivery in full on time. No significant correlations were found between the organizational cultures and cost of quality, or with supplier quality. We suggest that through understanding these relationships between culture and quality, managers may be able to develop more effective and competitive organizations.

Purpose: This conceptual paper aims to identify how financial inclusion relates to sustainability and the level of sustainable development.

Methodology: The paper used discourse analysis to identify how financial inclusion relates to sustainability and the level of sustainable development.

Finding: The paper argued that granting access to basic formal financial services contributes to greater sustainable development by ensuring that access to finance is guaranteed sustainably, and basic financial services are provided sustainably and based on sustainability principles to yield a lasting impact for sustainable development. The paper also argued that financial inclusion increases the level of sustainable development because financial inclusion increases the economic opportunities and social welfare of banked adults while it only provides limited benefits for the environment. This approach links financial inclusion to sustainable development by adopting sustainability principles in offering basic financial services to banked adults.

Implication: Consequently, a synergy between financial inclusion and sustainable development is needed. The synergy should be based on sustainability principles, requiring policies integrating financial inclusion into the sustainable development agenda.

Originality: This paper is the first to identify the relationship between the financial inclusion agenda, the sustainable development agenda and the sustainability agenda.

This chapter examines SDG 13 which deals with efforts to combat climate change. The chapter begins by outlining the targets related to this goal, the trend towards increased heating of the planet and failures to curtail carbon emissions. This is framed using criminological concepts such as state-corporate crime and carbon criminality. The major concern of the rest of the chapter is to outline a climate action plan. As part of this, it discusses a range of initiatives currently underway intended to pressure governments to take more concerted action around climate change. These include activist interventions and climate litigation. The chapter concludes by exploring the possibilities and obligations of global community action to address the most important issue of our era.

The purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.

An in‐depth literature review on resource‐based and operations strategy naturally led to three hypotheses. These are then tested using evidence from field‐based case studies of manufacturing/assembly plants in the computer industry.

The research suggests that world‐class plants incorporate both strategic operations content and strategic operations processes, whilst low‐performing plants do not.

It is argued that involving manufacturing/operations managers in the strategic planning process helps align manufacturing and business strategy, and this alignment is associated with higher manufacturing performance. This should be of interest to operations managers and strategists within firms.

By linking strategic alignment and the manufacturing strategy process to world‐class manufacturing practices and performance, this research adds a new dimension to the study of world‐class manufacturing and more generally to the best practices and practice‐performance debates.