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The purpose of this paper is to outline the work of a service provider, service user and carer group created to develop a strategy for service user and carer co-production.

A reflective narrative account is given of the process through which the group formed and began to develop a working model aimed at shaping a cultural shift towards more co-produced services. The paper has been co-produced and includes the collaborative voices of service users, carers, multi-disciplinary staff, third-sector representatives, managers and colleagues from associated services.

The model developed outlines three stages for services to work through in order to achieve meaningful and sustainable co-produced services. The importance of developing associated policies related to such areas as recruitment, payment, support and training is also outlined. Challenges to co-production are noted along with suggested approaches to overcoming these.

The ethos of co-production is relatively new in the UK and so knowledge of the process and model may help guide others undertaking similar work.

We examine how authorities' use of fair decision-making procedures and power benevolently shape workers' impressions of them as competent and warm, which serve as a mechanism whereby authorities' behaviors shape workers' emotional responses. We investigate how the role of these impressions differs depending on authority gender and consider whether emotional responses differ for male and female subordinates.

We conducted a between-subjects experimental vignette study in which we manipulate an authority's behaviors and gender. We use multigroup mediation analysis to test our predictions.

Authorities who employ procedural justice and benevolent power elicit reports of heightened positive emotion experiences and intended displays and reports of reduced negative emotion experiences and intended displays. These behaviors also enhance views of authorities as competent and warm. The mediating role of impressions differs by authority gender. Authority behaviors prompt reports of positive emotions through conveying impressions that align with authorities' gender stereotypes (competence for men, warmth for women). In contrast, warmth impressions mediate effects of behaviors on reported negative emotions when authorities are men, whereas when authorities are women, benevolent power use directly reduces reported negative experience, and procedural justice reduces negative display. Female respondents are more likely to report positive emotion experience and display toward male authorities and negative display toward female authorities.

By examining competence and warmth impressions as mechanisms, we gain insight into how the process by which authority behaviors affect worker emotions is gendered and shed light on micro-level dynamics contributing to gender inequality at work.

In this article we draw on ‘practice wisdom’ to reflect on the development of interprofessional partnerships for older people in a metropolitan borough in North West England. We suggest that most interprofessional partnership working continues to sit outside mainstream services, and that integration and seamless service remain a significant challenge. We focus on local plans for service reconfiguration (‘Go Integral’) and their likely implications for non‐traditional services such as intermediate care and falls prevention. Finally, we show how social care and social work values can be used to glue the system together so that it becomes easily accessible and meaningful to older people.

This chapter discusses the growing expectation that businesses will address some of society's challenges and how there's an increasing interest among business owners in becoming ethical and sustainable. It introduces the central question posed in the PhD research upon which the online training intervention for business owners is based: How can an intervention be developed that leads to increased levels of prosocial behaviour in entrepreneurs? This chapter goes onto explore the need to develop a greater understanding and awareness of entrepreneurs as individuals and how they can be encouraged and supported to act in ways that benefit themselves, their business, society and the planet. The journey from the initial research question to creating relevant, fit-for-purpose learning materials that will change the way people do business is outlined in this chapter, as are the current gaps between learning and practice in entrepreneur education and how the online training intervention detailed in this book will fill those gaps.

This chapter examines public versus private sector roles in addressing CSR/Sustainability issues in the United States. It provides an historical perspective on the primacy of market-driven corporate practice in the United States and recent moves by the state to “balance” private and public interests through both regulatory and non-regulatory means. A typology of government and business roles, based on “who leads” and “who makes the rules,” illustrates shared governance of CSR/Sustainability in a variety of multisector and public–private partnerships.

Case studies examine how the U.S. government interacts with business and NGOs and its varied roles in the shared governance of sustainability. Examples from field interviews with business leaders in global operator General Electric (Global Business Initiative on Human Rights), apparel maker-and-seller Patagonia (Aquatic “Hitchhikers”), electronics retailer Best Buy (product recycling), IBM (global corporate volunteering), and others illustrate varieties of shared governance between business and the state in operation today.

Depending on “who leads” and “who makes the rules,” there are variations in whether responsible actions by the private sector are regulatory versus voluntary and whether government’s role involves mandating, partnering, facilitating, or endorsing private sector efforts. Successful shared governance depends on business’s “license to cooperate” and the multiple parties’s sharing responsibility for their goals, operations, and results.

There is a substantial literature on multi-business CSR-related networks and on business–NGO partnerships. Less attention has been given to the role of governments in this space, particularly in the United States where, partly for historical reasons, a company’s relationship with and obligations to society have been regarded as discretionary more so than regulatory activity and where government intervention in markets and in the affairs of companies has been sharply resisted, particularly by business interests, and is suspect among the citizenry.

We propose a model of multidomain leadership and explain how it drives leader and follower well-being and stress. Multidomain leadership engagement, or the application of leader knowledge, skills, and abilities across domains, results in either an enriching or impairing experience for the leader. The result is influenced by the leader’s self-regulatory strength and self-awareness, as well as the amount of social support and domain similarity. An enriching experience leads to increased self-efficacy, self-regulatory strength, and self-awareness, which in turn leads to increased leader (and subsequently follower) well-being and reduced leader (and subsequently follower) stress. Enriching experiences also tend to drive further engagement and enriching experiences, while impairing experiences do the opposite. Implications and directions for future research are discussed.

The authors review the small but growing literature linking cognitive biases to food safety problems and foodborne illness outbreaks.

The authors conducted a search of peer-reviewed articles utilizing empirical methods published since the year 2000 focusing on food safety or foodborne illnesses/outbreaks and cognitive biases.

The authors find that most research is conducted at the consumer side of the food system, with few studies examining the potential problems that can arise in the production and processing of food. The authors also observe that most research tends to focus on a few cognitive biases.

This is the most comprehensive study to date examining insights from the literature on cognitive biases and the related discipline of behavioral economics to the specific problem of foodborne illness outbreaks and food safety problems.

The purpose of this paper is to examine the potential consequences of transformational leadership on follower innovative behavior as well as to investigate the moderating effect of team learning on the relationship. It is argued that an excessive level of transformational leadership may even decrease the subordinates’ innovative behavior due to their negative emotions derived from the leadership, while an appropriate level of transformational leadership can positively influence innovative behavior. Furthermore, the situational factor of team learning, which reinforces the positive feelings of team members through their improved competency, can amplify the positive impact and diminish the negative impact of transformational leadership on innovative behavior.

Data were collected from R&D teams of large- and mid-sized companies in Korean industries. Survey data from 307 team members and 51 team leaders from 51 project teams were tested using hierarchical linear modeling analysis. Team members evaluated the transformational leadership of their team leaders as well as the perceived level of learning in their teams, and team leaders evaluated the innovative behavior of their team members.

Multi-level analysis confirmed a non-linear relationship (an inverted U shape) between transformational leadership of team leaders and innovative behavior of team members. It means innovative behavior was negatively related to excessive transformational leadership and positively related to a modest level of the leadership. Furthermore, statistical analysis confirmed the positive multi-level moderating effect of team learning.

The core dimension of transformational leadership, charisma, was the only measurement of the leadership in this study. Most South Korean companies adopted performance-based compensation systems and charisma is a prevailing leadership behavior at emerging market of the nation. As such, other dimensions of transformational leadership such as “individualized consideration” or “intellectual stimulation” are relatively neglected in most companies of South Korea. Future research needs to consider these other dimensions for the generalization in research.

Leaders in emerging markets, such as project team leaders or R&D team leaders, should avoid immoderate transformational leadership and should maintain a proper level of transformational leadership. The contemporary leaders also need to utilize team learning to maximize innovative behavior.

These findings illustrate the disadvantage of excessive transformational leadership and highlight the neutralization effect of team learning on the negative impact of the excessive leadership. Team learning has the potential to enhance members’ innovative behaviors, and it could moderate the perceptions of excessive transformational leadership.