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Article
Publication date: 1 June 2003

Karen Dutton, Neil Hedger, Simon Wills and Pauline Davies

The aim of this study is to quantify prescribing errors relating to pre‐admission medication in patients admitted to hospital. It also assesses the impact of a hospital pharmacist…

2133

Abstract

The aim of this study is to quantify prescribing errors relating to pre‐admission medication in patients admitted to hospital. It also assesses the impact of a hospital pharmacist in identifying and correcting these errors. Standard prescription monitoring by the pharmacist took place on admission in phase 1 (526 patients). This was compared with an extension of the pharmacist’s role in phase 2 (506 patients) by taking a detailed medication history, including assessment of patients’ own drugs (PODs). A significant increase (p < 0.001) in errors detected and corrected was identified. In phase 2, 45.1 per cent of prescription charts contained one or more errors. Of these errors, 74.8 per cent could not be identified from checking the drug chart alone. As this is the principal method by which many hospital pharmacists check patients’ medication charts this is an area of concern. More than 50 per cent of errors were considered likely to cause destabilisation of a chronic medical condition, or serious adverse events. It has been shown that an effective way to prevent these errors and ensure the continuity of medication between primary and secondary care is for pharmacists to take a detailed drug history on admission.

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Clinical Governance: An International Journal, vol. 8 no. 2
Type: Research Article
ISSN: 1477-7274

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Article
Publication date: 4 April 2016

Nell C. Huang-Horowitz and Karen Freberg

The purpose of this paper is to propose a conceptual model that can be used to bridge organizational identity and reputation messages. The proposed model may help organizations…

2163

Abstract

Purpose

The purpose of this paper is to propose a conceptual model that can be used to bridge organizational identity and reputation messages. The proposed model may help organizations more-effectively build and maintain both their desired identity as well as reputation.

Design/methodology/approach

The qualitative and exploratory procedure was used to develop a model for simultaneously managing and measuring both identity and reputation messages. The process of conceptualizing an exploratory, qualitative value model begins with identifying relevant concepts and measures. A qualitative review of reputation and identity scholarship was examined for recurring themes and concepts. These themes were then used to formulate the identity and reputation functions and value measures.

Findings

The proposed conceptual model presents characteristics and attributes that scholars and practitioners may need to consider when managing an organization’s identity and reputation messages online. The paper also presents potential applications of the model.

Practical implications

The proposed qualitative value model, if further tested and quantified, has three potential applications: integrating identity and reputation messages across multiple platforms; telling stories reflective of both identity and reputation messages; and determining the value of attribution across contingencies.

Originality/value

Considering the interrelated nature of identity and reputation messages, it is necessary to formulate a model delineating how the two may be bridged with one another. By proposing the conceptual model for how organizations may be able to align their identity messages with reputation messages, this paper hopes to establish a more conscious connection between the identity and reputation scholarship.

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Corporate Communications: An International Journal, vol. 21 no. 2
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 1 March 1996

Karen J. Jansen

This paper proposes that organizations have a characteristic level of change describing the amount and tempo of change an organization typically exhibits. The level of change is…

178

Abstract

This paper proposes that organizations have a characteristic level of change describing the amount and tempo of change an organization typically exhibits. The level of change is held in place by a combination of individual, leadership, and organizational factors. It becomes part of the organizational context and is difficult to modify. The paper explores some key determinants and consequences of a characteristic level of change, including the limitations it creates for taking strategic action.

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The International Journal of Organizational Analysis, vol. 4 no. 3
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 March 1974

Frances Neel Cheney

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…

300

Abstract

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

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Reference Services Review, vol. 2 no. 3
Type: Research Article
ISSN: 0090-7324

Available. Content available
Article
Publication date: 26 April 2013

421

Abstract

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Cross Cultural Management: An International Journal, vol. 20 no. 2
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 13 July 2012

Sheila Simsarian Webber, Karen Bishop and Regina O'Neill

The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support…

2493

Abstract

Purpose

The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support and issue‐selling success. Building on the theoretical trust repair literature, the authors bridge the gap between the laboratory dyad trust repair settings and the severe organization‐wide trust repair settings.

Design/methodology/approach

The authors focus on one organizational context that experienced competency‐ and integrity‐based trust violations between managers and top management. Surveys and interviews were conducted with 32 managers to capture trust in top management, issue‐selling success rate, and perceived organizational support.

Findings

Results demonstrate that perceived organizational support is significantly and positively related to trust in top management. In contrast, issue‐selling success rate is negatively related to trust in top management above and beyond the impact of perceived organizational support.

Practical implications

Trust repair approaches should include demonstrations of organizational support of employees by showing care and concern along with engaging employees in a change process that demonstrates top management commitment to repairing trusting relationships. In addition, top management trust repair efforts should focus on providing managers with the opportunity to engage in multiple issue‐selling episodes.

Originality/value

The paper contributes to an existing research base by extending the approaches to repairing trust in organizational settings to specifically examine the impact of perceived organizational support and issue‐selling.

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Article
Publication date: 1 January 2001

Kamalesh Kumar, Ram Subramanian and Karen Strandholm

This study examines the scanning/strategy relationship in the context‐specific setting of the health care industry. It extends the current research on the strategy/scanning…

1326

Abstract

This study examines the scanning/strategy relationship in the context‐specific setting of the health care industry. It extends the current research on the strategy/scanning relationship to include performance. Results confirm the moderating role played by environmental scanning activities in the strategy/performing relationship, thus providing further evidence for the contingency relationship among the environment, the organization's internal processes, and performance.

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International Journal of Commerce and Management, vol. 11 no. 1
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 1 January 2000

Karen A. Jehn and Jennifer A. Chatman

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict…

3266

Abstract

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict research is now needed that recognizes that the type of conflict present in a group relative to the other types present (proportional conflict composition) and the amount of conflict perceived relative to the amount perceived by other members (perceptual conflict composition) may be critical to group functioning. Therefore, we propose two types of conflict composition in teams and investigate the links between proportional and perceptual conflict composition conflict, and team effectiveness (i.e., individual and team performance, commitment, cohesiveness, and member satisfaction) in two organizational samples. We find group conflict compositions consisting of high levels of task‐related conflict compared to relationship and process conflict (proportional task conflict) are high performing, satisfied teams. In addition, when team members disagree about amounts of conflict present (high perceptual conflict), we find evidence of negative group outcomes. Implications for managers and group members are discussed.

Details

International Journal of Conflict Management, vol. 11 no. 1
Type: Research Article
ISSN: 1044-4068

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Book part
Publication date: 31 July 2020

David B. Szabla, Elizabeth Shaffer, Ashlie Mouw and Addelyne Turks

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the…

Abstract

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the construction of professional identity. Much has been written to describe the “self-concepts” of those practicing and researching in the field, but there have been no investigations that have explored how these “self-concepts” form. In addition, although women have contributed to defining the “self” in the field, men have held the dominant perspective on the subject. Thus, in this chapter, we address a disparity in the research by exploring the construction of professional identity in the field of organizational development and change, and we give voice to the renowned women who helped to build the field. Using the profiles of 17 American women included in The Palgrave Handbook of Organizational Change Thinkers, we perform a narrative analysis based upon the concepts and models prevalent in the literature on identity formation. By disentangling professional identity formation of the notable women in the field, we can begin to see the nuance and particularities involved in its construction and gain deeper understandings about effective ways to prepare individuals to work in and advance the field.

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Article
Publication date: 1 February 2004

Lakshmi Ramarajan, Katerina Bezrukova, Karen A. Jehn, Martin Euwema and Nicolien Kop

To examine the effect of negotiation training and conflict management styles on the relations between third‐party actors involved in international peacekeeping situations, we…

683

Abstract

To examine the effect of negotiation training and conflict management styles on the relations between third‐party actors involved in international peacekeeping situations, we analyze data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 (N = 850). We predict and find, contrary to the traditional “contact hypothesis” (Allport, 1954), that peacekeepers' contact with Non‐Governmental Organization (NGO) workers was positively associated with conflict between them, and this increased if the peacekeeper possessed an avoiding conflict management style. When sufficiently trained in negotiations, peacekeepers who had intensive contact with NGO personnel and possessed a dominating conflict management style were less likely to become personally involved in conflicts with NGO workers. Implications for conflict management and training are discussed.

Details

International Journal of Conflict Management, vol. 15 no. 2
Type: Research Article
ISSN: 1044-4068

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