Search results

This paper aims to provide an overview of the trends and standards in electronic‐resource management (ERM).

This paper examines the challenges that rapid growth in the number of electronic resources and in the complexity of managing e‐collections has posed for libraries, and traces the progress in developing tools and setting standards to address such challenges. Particular emphasis is given to the work of the Digital Library Federation Electronic Resource Management Initiative (DLF ERMI) to develop ERM systems not only for managing e‐collections throughout their life cycle but also for aiding collection‐development decision making. The integration of such systems in existing library environments and the mechanisms that make such integration possible are highlighted. Finally, the paper describes the collaborative process through which one vendor, Ex Libris, designed its ERM system, Verde.

Collaboration between vendors and customers – in this example, Ex Libris and its users – combined with attentiveness to industry initiatives and standards can lead to a system design that responds to the demanding and rapidly changing requirements of the e‐resource world and builds on the software infrastructure already available at libraries.

This discussion will help librarians who struggle with the challenge of e‐resource management to set their expectations about the potential of future tools to assist them in their tasks.

In common with many other UK academic libraries using the LIBERTAS library management system, Bristol University Library set out in 1998 to acquire a replacement. This paper describes the background to the Bristol project to choose a new system, and some of its distinctive features, briefly indicates the outcome (acquisition of Aleph 500 from Ex Libris), and draws some lessons from the experience. It is easy to under. estimate the size of the task involved in installing a modern library management system. Careful thought should be given to an assessment of conversion needs and to the justifcation for retaining existing practices (e.g. use of UKMARC) rather than accepting the international norm. Both staff and users must understand the need for change and be prepared for its consequences. On‐site support from the system supplier is vital and time is of the essence.

This article explores leadership as a philosophical attitude. The purpose is to get a deeper understanding of leadership in everyday working life.

The article is based on a thematic analysis of 16 qualitative research interviews with leaders of different levels within the Norwegian Labour and Welfare Administration (NAV).

Leadership is not merely a set of skills or a functional role. The study has identified the broader implications of leadership as a philosophical attitude for personal development, motivation and social responsibility; and the relational side of leader’s social mission.

The study has examined what the interviewees say; it has not observed what they actually do.

Leadership as a philosophical attitude deals with personal dimensions and shows how leaders can adjust their behaviour based on their character traits and the situational demands.

This article bridges theory to practice through the empirical application of philosophical attitudes in leadership practice.

Purpose – Land assembly can mitigate the negative environmental impacts of land fragmentation on urban areas, agriculture, and wildlife. However, the assembler faces several obstacles including transactions costs and the strategic bargaining behavior of landowners. The purpose of this chapter is to examine how the order of bargaining and the nature of contracts may impact the land assembler's problem.

Methodology – We develop theoretical predictions of subjects' behavior and compare these to behavior in a laboratory land-assembly game with monetary incentives.

Findings – Sellers bargain more aggressively when bargaining is sequential compared to simultaneous. Noncontingent contracts increase bargaining delay and the likelihood of failed agreements. Buyers and sellers act more aggressively when there are multiple bargaining periods, leading to significant bargaining delay. When a seller has an earnings advantage in the laboratory, it is the first seller to bargain in noncontingent contract treatments. In sequential bargaining treatments, most sellers preferred to be the first seller to bargain.

Research limitations – Our laboratory experiments involved only two sellers, complete information, and costless delay. Land assembly in the field may involve many sellers, incomplete information, and costly delay.

Practical implications – Some of our results contradict conventional wisdom and a common result from the land-assembly literature that it is advantageous to be the last seller to bargain, a so-called “holdout.” Our results also imply that fully overcoming the holdout problem may require subsidies or compulsory acquisition.

Originality – This chapter is one of the first to experimentally investigate the land-assembly problem, and the first to specifically examine the role of bargaining order and contract type.

The purpose of this paper is to reduce ambiguity in diverse approaches to health knowledge management by surfacing key issues, perspectives and philosophical assumptions.

Knowledge management research in health is critically reviewed. Issues are grouped into research domains, and examined in the light of associated knowledge management perspectives, and philosophical assumptions.

Systemic complexity in health knowledge management derives from tensions within and between issues in three domains: specific value‐laden aspects of clinic practice (knowledge creation); integration of workplace practice into generic process flows (knowledge normalization); and the technical integration of disparate information systems (knowledge application). These concepts are related to three knowledge management perspectives, viz., personal values, social norms and objective facts, respectively. Both domains and perspectives are anchored in philosophical assumptions about the interests served by knowledge (viz., emancipatory, practical, and technical), and in approaches to inquiry (critical pluralist, interpretivist, and positivist).

The findings are based on selected literature about Western health care practices

The framework assists understanding of the practical reasoning that motivates the use of technology in health knowledge management. The conceptual linkages that are developed are of value to practitioners and researchers sensitive to the intertwining of facts, norms and values.

In total, the concepts and relations developed in this paper constitute both a framework for inquiry in health knowledge management, and a normative theory for a critique of patient care. Recognising, and articulating, the relative importance one ascribes to facts, norms, and values is crucial in tackling the hard problems in health knowledge management.

Attempts to transform health systems have in many countries involved starting to pay healthcare providers through a DRG system, but that has involved managerial workarounds. Managerial workarounds have seldom been analysed. This paper does so by extending and modifying existing knowledge of the causes and character of clinical and IT workarounds, to produce a conceptualisation of the managerial workaround. It further develops and revises this conceptualisation by comparing the practical management, at both provider and purchaser levels, of hospital DRG payment systems in England, Germany and Italy.

We make a qualitative test of our initial assumptions about the antecedents, character and consequences of managerial workarounds by comparing them with a systematic comparison of case studies of the DRG hospital payment systems in England, Germany and Italy. The data collection through key informant interviews (N = 154), analysis of policy documents (N = 111) and an action learning set, began in 2010–12, with additional data collection from key informants and administrative documents continuing in 2018–19 to supplement and update our findings.

Managers in all three countries developed very similar workarounds to contain healthcare costs to payers. To weaken DRG incentives to increase hospital activity, managers agreed to lower DRG payments for episodes of care above an agreed case-load ‘ceiling' and reduced payments by less than the full DRG amounts when activity fell below an agreed ‘floor' volume.

Empirically this study is limited to three OECD health systems, but since our findings come from both Bismarckian (social-insurance) and Beveridge (tax-financed) systems, they are likely to be more widely applicable. In many countries, DRGs coexist with non-DRG or pre-DRG systems, so these findings may also reflect a specific, perhaps transient, stage in DRG-system development. Probably there are also other kinds of managerial workaround, yet to be researched. Doing so would doubtlessly refine and nuance the conceptualisation of the ‘managerial workaround’ still further.

In the case of DRGs, the managerial workarounds were instances of ‘constructive deviance' which enabled payers to reduce the adverse financial consequences, for them, arising from DRG incentives. The understanding of apparent failures or part-failures to transform a health system can be made more nuanced, balanced and diagnostic by using the concept of the ‘managerial workaround'.

Managerial workarounds also appear outside the health sector, so the present analysis of managerial workarounds may also have application to understanding attempts to transform such sectors as education, social care and environmental protection.

So far as we are aware, no other study presents and tests the concept of a ‘managerial workaround'. Pervasive, non-trivial managerial workarounds may be symptoms of mismatched policy objectives, or that existing health system structures cannot realise current policy objectives; but the workarounds themselves may also contain solutions to these problems.

This chapter conducts a systematic comparison of behavioral economics’s challenges to the standard accounts of economic behaviors within three dimensions: under risk, over time, and regarding other people. A new perspective on two underlying methodological issues, i.e., inter-disciplinarity and the positive/normative distinction, is proposed by following the entanglement thesis of Hilary Putnam, Vivian Walsh, and Amartya Sen. This thesis holds that facts, values, and conventions have inter-dependent meanings in science which can be understood by scrutinizing formal and ordinary language uses. The goal is to provide a broad and self-contained picture of how behavioral economics is changing the mainstream of economics.

No milk to be sold from newly‐calved cows, nor until three days after the calf has been removed.

Indian monetary policy performed reasonably well in the past, while both strategy and operational framework were evolving on par with domestic financial and monetary markets. The purpose of this paper is to document how this good track record came to an abrupt stop in recent years as inflation rose sharply and, more worryingly, expected inflation followed suit.

This paper has analytical, empirical and policy dimensions. Given the recent surge in inflation in India, as well as in inflation expectations, a discussion of the role of monetary policy is needed. This is presented by resorting to survey evidence on expectations as well as to indirect evidence inferred from the market reactions to macroeconomic news.

The authors documented the unhinging of inflation expectations in India in the aftermath of the financial crisis. The evidence gathered leads to the conclusion that both the monetary policy strategy and framework of the Reserve Bank of India would benefit from further evolution in the direction of a precisely defined and overarching objective (price stability), instead of the present multiplicity of goals, and of a well‐defined operating target, enhancing the transparency, communication and signalling effect of policy moves. The authors suggest that embracing a flexible inflation targeting approach is a possible solution.

This is a highly topical issue that has attracted a great deal of attention in policy discussions, both in India and in the region. Very few papers combine the analytical and empirical considerations in this topic.

This chapter discusses emerging issues in event management with a focus on small-scale events. The author reflects on managerial approaches to stakeholder involvement and engagement, and underlines the complexity of strategy formulation for destination development planning. This contribution also provides advanced conceptual instruments for event marketing as guiding principles that permeate destination-marketing strategies. In addition, the author investigates the role and nature of sponsorship linked to enhancing the value of small-scale events and highlights fundamental issues in developing a marketing management model for place marketing and the key drivers of event management strategies involving sponsors and event participants.