Edana Minghella and Kate Schneider
This is the second of two papers that aim to propose a revised model of care for dementia based on the combined findings of a number of projects undertaken by the authors.
Abstract
Purpose
This is the second of two papers that aim to propose a revised model of care for dementia based on the combined findings of a number of projects undertaken by the authors.
Design/methodology/approach
The paper is a conceptual discussion based on the findings from a series of projects in which the key methodologies included listening to people with dementia and carers, non‐participant observation of services, and reviews of good practice, policy and literature.
Findings
The paper challenges traditional approaches to dementia services, and offers a radical new approach, based on a five‐pronged model of care: guiding principles, the condition itself, the person with the condition, services and effectiveness.
Practical implications
This paper challenges commissioners and service planners to make a radical shift in their approach to dementia, people living with it and services and opportunities that should be in place. It proposes that dementia services should be delivered principally in the community, led by primary care, with opportunities for inclusion and social engagement. Specialist dementia services need to refocus on providing effective interventions, training, advice and support. People living with dementia have assets as well as needs; this means changing practice to work alongside people as partners in care, nurture their capacity and capabilities and recognise and pre‐empt increasing needs.
Originality/value
The revised model of care implies a radically different approach to commissioning, designing and delivering services. It is a challenging, but optimistic, model, in which high quality, focused, cost‐effective services and community developments could work together as a whole system, to make living well with dementia a real possibility.
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Edana Minghella and Kate Schneider
This is the first of two papers that aim to propose a revised model of care for dementia based on the combined findings of a number of projects undertaken by the authors.
Abstract
Purpose
This is the first of two papers that aim to propose a revised model of care for dementia based on the combined findings of a number of projects undertaken by the authors.
Design/methodology/approach
The paper is a conceptual discussion based on the findings from a series of projects in which the key methodologies included listening to people with dementia and carers, non‐participant observation of services, and reviews of good practice, policy and literature.
Findings
This paper reports on key messages received from people living with dementia, a revised values‐base for service development and identifying the dementia journey from the perspective of those living with dementia. The framework moves away from the medical model towards understanding dementia as a long term condition that affects a number of dimensions.
Practical implications
Through understanding the dementia journey from the perspective of people living with dementia, it is possible to design and implement a range of services that help people plan for and manage their own journeys, provide interventions proactively and help prevent crises. Person‐centred outcomes can be identified, linked to, or cutting across, each of the phases the journey. Experiences are likely to improve, and resources can be targeted more efficiently and effectively.
Originality/value
The authors identify a six‐phase dementia journey from the perspective of people living with dementia, based on a set of values informed by people who have dementia and their carers.
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Da Yang, John Dumay and Dale Tweedie
This paper examines how accounting either contributes to or undermines worker resistance to unfair pay, thereby enhancing our current understanding of the emancipatory potential…
Abstract
Purpose
This paper examines how accounting either contributes to or undermines worker resistance to unfair pay, thereby enhancing our current understanding of the emancipatory potential of accounting.
Design/methodology/approach
We apply Jacques Rancière's concept of politics and build on recent calls to introduce Rancière's work to accounting by analysing a case based on workers in an Australian supermarket chain who challenged their employer Coles over wage underpayments.
Findings
We find that in this case, accounting is, in part, a means to politics and a part of the police in Rancière's sense. More specifically, accounting operated within the established order to constrain the workers, but also provided workers with a resource for their political acts that enabled change.
Originality/value
This empirical research adds to Li and McKernan (2016) and Brown and Tregidga (2017) conceptual work on Rancière. It also contributes more broadly to emancipatory accounting research by identifying radical possibilities for workers' accounting to bring about change.
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Maria Gudbrandsen and Ann Howden
Pupils identified with SEND represent a significant proportion of the school community, comprising four children (on average) in every classroom. Yet, evidence suggests a wide…
Abstract
Pupils identified with SEND represent a significant proportion of the school community, comprising four children (on average) in every classroom. Yet, evidence suggests a wide variation in provision and common instances of pupils’ learning and mental health needs being missed or not being identified accurately. Criticism has also been directed at the dominant attention afforded to academic targets at the expense of mental health needs. This chapter explores the experiences of pupils with SEND, specifically youth with 22q11.2 deletion syndrome (22q11.2DS). Our case study charts a participatory action research (PAR) project designed to identify the unique issues facing pupils with 22q11.2DS and gaps in mental health and wellbeing support. A PAR approach recognises children and their families as the experts in issues affecting them and aims to capture their authentic ‘voice’. While educators are aware that pupils with SEND have been disproportionately affected by the pandemic, there remains an urgent need to strengthen support in schools with appropriate training and resources for staff, which this case study underlines.
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Tiziano Volpentesta, Esli Spahiu and Pietro De Giovanni
Digital transformation (DT) is a major challenge for incumbent organisations, as research on this phenomenon has revealed a high failure rate. Given this consideration, this paper…
Abstract
Purpose
Digital transformation (DT) is a major challenge for incumbent organisations, as research on this phenomenon has revealed a high failure rate. Given this consideration, this paper reviews the literature on DT in incumbent organisations to identify the main themes and research directions to be undertaken.
Design/methodology/approach
The authors adopt a systematic literature review (SLR) and computational literature review (CLR) employing a machine learning algorithm for topic modelling (LDA) to surface the themes discussed in 103 peer-reviewed studies published between 2010 and 2022 in a multidisciplinary article sample.
Findings
The authors identify and discuss the five main themes emerging from the studies, offering the state-of-the-art of DT in established firms' literature. The authors find that the most discussed topics revolve around the DT of healthcare, the process of renewal and change, the project management, the changes in value performances and capabilities and the consequences on the products of DT. Accordingly, the authors identify the topics overlooked by literature that future studies could tackle, which concern sustainability and contextualisation of the DT phenomenon.
Practical implications
The authors further propose managerial insights which equip managers with a revolutionary mindset that is not constraining but, rather, integration-seeking. DT is not only about technology (Tabrizi B et al., 2019). Successful DT initiatives require managerial capabilities that foster a sustainable departure from the current organising logic (Markus, 2004). This study pinpoints and prioritises the role that paradox-informed thinking can have to sustain an effective digital mindset (Eden et al., 2018) that allows for the building of momentum in DT initiatives and facilitates the renewal process. Indeed, managers lagging behind DT could shift from an “either-or” solutions mindset where one pole is preferred over the other (e.g. digital or physical) to embracing a “both-and-with” thinking balancing between poles (e.g. digital and physical) to successfully fuse the digital and the legacy (Lewis and Smith, 2022b; Smith, Lewis and Edmondson, 2022), enact the renewal, and build and maintain momentum for DTs. The outcomes of adopting a paradox mindset in managerial practice are enabling learning and creativity, fostering flexibility and resilience and, finally, unleashing human potential (Lewis and Smith, 2014).
Social implications
The authors propose insight that will equip managers with a mindset that will allow DT to fail less often than current reported rates, which failure may imply potential organisational collapse, financial bankrupt and social crisis.
Originality/value
The authors offer a multidisciplinary review of the DT complementing existing reviews due to the focus on the organisational context of established organisations. Moreover, the authors advance paradoxical thinking as a novel lens through which to study DT in incumbent organisations by proposing an array of potential research questions and new avenues for research. Finally, the authors offer insights for managers to help them thrive in DT by adopting a paradoxical mindset.
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In the UK, management consultancy is a £2 billion per annumbusiness sector. Major consultancy firms are global or Europeanenterprises which match and perhaps lead the emerging…
Abstract
In the UK, management consultancy is a £2 billion per annum business sector. Major consultancy firms are global or European enterprises which match and perhaps lead the emerging global or regional nature of markets. Yet little is known about these agencies of change, these intelligence networks which have come to play such a significant, perhaps pivotal role in organizational and management development. Part I of this two‐part article presents the role of management consultancy in the context of a knowledge typology – and reports on some of the findings of a preliminary research project.
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The purpose of this paper is to examine to what extent service delivery in the Canadian federal government actually improved after a decade of reform efforts, and how employee…
Abstract
Purpose
The purpose of this paper is to examine to what extent service delivery in the Canadian federal government actually improved after a decade of reform efforts, and how employee empowerment accounted for any improvements that arose.
Design/methodology/approach
Five focus group interviews were conducted in 2002 with federal government employees involved in service delivery. Interview transcripts were content analyzed. The employee empowerment and service quality literatures, including critical perspectives, provide the theoretical underpinnings of the study.
Findings
Productivity and service enhancement did materialize, but little empowerment occurred. Work intensification was revealed. The shortcomings of applying private sector‐style definitions of productivity to the public sector were identified.
Research limitations/implications
Study findings have limited generalizability due to small sample size. Findings must be verified through additional research. Comparative findings from countries that introduced service reforms more comprehensively than did Canada would be of interest.
Practical implications
Public sector efforts to improve service delivery should address possible material barriers affecting service delivery and pay more attention to employee needs. The efficacy of quantitative performance targets should be re‐examined.
Originality/value
The outcomes of a public service reform initiative intended to improve service quality by allegedly empowering front‐line workers are presented from an employee perspective. As there is limited empirical research done on this topic from that perspective it should be of general interest to researchers in the fields of public policy and human resources management.
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Jamie O'Brien and Anna R. Antos
The technical report released by the National Transportation Safety Board, along with the primary flight cockpit voice recorder data and archival interview data, were used as the…
Abstract
Research methodology
The technical report released by the National Transportation Safety Board, along with the primary flight cockpit voice recorder data and archival interview data, were used as the basis for this case. Other available public data such as news reports were used to round out the synopsis of the case study.
Case overview/synopsis
United Express Flight 5925 was a scheduled commuter passenger flight operated by Great Lakes Airlines with a Beechcraft 1900 twin turboprop. It was a regularly scheduled flight from Chicago O'Hare International Airport to Quincy, Illinois, with an intermediate stop in Burlington, Iowa. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence (news reports, archival interview data, and online sources) of the tragedy, the case provides a detailed account of the key events that took place leading up to the accident at Quincy regional airport. The case describes how the radio interactions, a jammed door and degradation of situational awareness all contributed to the accident. Through many of the quotes in the text and eyewitness accounts, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions in the last minutes of the flight and the situation at the airport.
Complexity academic level
When the authors teach this case, the students are required to read it as pre-reading before class. Various readings and materials (see supplemental readings below and Exhibit 3) are made available to students before class, and the instructor can choose to use some of these materials to further explore areas of interest. This case is best explored over a 90-min session but could be expanded to take up one 3-h session. This case can be covered in an undergraduate senior capstone organizational behaviour seminar, any general organizational behaviour class (including introductory in nature), an undergraduate communication theory class or an MBA class that focuses on applied organizational behaviour concepts. It works particularly well in the MBA class, as students with work experience can make the links between the behaviours explored in the case and their everyday workplaces.