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Haloperidol is a first-generation antipsychotic butyrophenone that is lipophilic, readily absorbed, and extensively metabolized in the liver. The occurrence of elevated liver enzymes with haloperidol is reported to be 2.4% with cases generally occurring in the setting of chronic use. In this case, we present a patient who developed elevated liver enzymes 1-2 days after starting haloperidol treatment on two separate occasions and in the context of negative hepatic viral and autoimmune serology. Liver enzymes consistently had alanine transaminase > aspartate transaminase and peaked at 288 U/L prior to discontinuation of the medication. The patient was taken off haloperidol after serology resulted and clozapine regimen started. He was able to tolerate clozapine well with recovery of his transaminitis and psychiatric stabilization.

The purpose of this study is to examine how multi-tier suppliers respond to the institutional pressures for the implementation of sustainable supply management (SSM) practices in supply chains, and what institutional logics allow them to do so.

This study employs a qualitative research design, drawing on data from semi-structured interviews with 46 owners and managers of multi-tier suppliers and 18 key informants of diverse stakeholders. Following an abductive approach, institutional theory conceptually guides the analytical iteration processes between theory and interview data.

The findings demonstrate two kinds of thematic responses to institutional pressures – coupling (good side) and decoupling (dark side) of the supply chain – used by the factory management of multi-tier suppliers. This paper also identifies multiple institutional logics – market-led logic, values-led logic and holistic sustainability logic – that are perceived to conflict (trade-offs) and complement (synergies) the SSM implementation.

By investigating the perspectives of the factory management of upstream apparel suppliers, this study enhances the understanding of the connection between (de)coupling responses and institutional logics inside the multi-tier supplier firms. Further research would be required to include more downstream tiers including the ultimate users.

The findings may be of particular attention to brand-owning apparel retailers, industry leaders and policymakers who are seeking to understand multi-tier suppliers' challenges, conflicts and (de)coupling responses, and become aware of how they can be dealt with.

This study contributes to and expands the embryonic research stream of sustainable multi-tier supply chain management by connecting it to the wider application of institutional theory.

With increasingly precarious work contracts, more remote work, and additional flexibility in the timing of the workday, the new world of work is creating both relational opportunities and relational challenges for modern workers. In this chapter, we pair recent research on human thriving with trends we observe in organizations' efforts to create and maintain a sense of community. Key in these efforts is a new kind of built environment – the coworking space – which brings together remote and independent workers and, increasingly, traditional employees as well. We show that in curating community, or perhaps even the possibility of community, coworking spaces may support the interpersonal learning and vitality that help workers to thrive.

This study investigates the application of collaborative inquiry within innovation management, employing platform thinking to address challenges of generalizability and relevance. The aim is to integrate Collaborative Inquiry methods, characterized by participatory, diffuse, and reflective practices, to transform research into a tool for impactful change in organizations in the field of innovation management.

A longitudinal participatory case study approach focuses on the IDeaLs case—a research platform that collaborated with multiple companies over several years. The data gathered and analyzed comes from the research project within the research platforms over the first two editions and from the research platform management and coordination activities.

The study introduces the Collaborative Research Platform Approach (CRPA), demonstrating its effectiveness in addressing typical constraints of traditional research methodologies through a real-world application within the IDeaLs case. The findings highlight the CRPA's potential in fostering a dynamic, co-creative research environment that bridges theoretical knowledge with practical applications, thus enhancing both scholarly and organizational outcomes while pursuing a future change within the organizations.

There are two main research implications. First, it proposes platform thinking as a theoretical lens to read a multi-stakeholder phenomenon in the research domain, confirming its nature of value-creation mechanisms, using it outside the business model and strategic space. Second, it offers a methodological contribution by presenting the CRPA framework.

The CRPA framework offers organizations a structured approach to managing collaborative research projects that align with both academic rigor and practical relevance. Companies engaged in the study reported enhanced ability to implement actionable insights from research, influencing real-time decision-making processes.

By fostering collaborative engagements across multiple stakeholders, the CRPA promotes a research culture that values inclusivity and practical impact, potentially leading to broader societal benefits through improved innovation management practices.

This paper contributes to the innovation management field by proposing the CRPA, which integrates principles of Platform Thinking with Collaborative Inquiry. This novel approach is designed to improve the applicability and scope of innovation research, offering a robust framework that enhances engagement and utility across academic and business domains. It uses platforms as a theoretical lens to read a multi-stakeholder environment in the research domain.

The purpose of this paper is to assess the factors affecting intentions to purchase food through the internet. Based on the available literature – more specifically, on Ajzen’s (1985) theory of planned behaviour and Grunert and Ramus’ model (2004) – this study proposes and tests a model of planned food purchases via the internet.

A quantitative study was conducted among 403 respondents. Data were analyzed using structural equation modelling.

The main results demonstrated that attitude and perceived difficulty are the antecedents of purchase intentions. Perceived risk had a negative relationship with attitude. With respect to lifestyle, novelty was positively related to attitude, and freshness was negatively related. In addition, novelty had only an indirect effect on intention, which was mediated by attitude. A wired lifestyle had a positive relationship with attitude, and a negative relationship with perceived difficulty.

This study operationalizes and improves Grunert and Ramus’ (2004) model of intention to buy food over the internet, by developing, testing and presenting a more comprehensive model.

This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and development (OCD). We present six ways of thinking about the role of discourse in OCD (namely: “discourse as component,” “discourse as process,” “discourse as analysis,” “discourse as method,” “discourse as mindset,” and “discourse as style”). Although the advent of dialogic OD has raised awareness of discourse, we demonstrate that it remains a marginal and under-utilized area of interest. We conclude by making a case for a more expansive role for discursive modes of analysis and engagement within OCD.

This chapter reports and discusses an empirical study that examines the sustainability practices and strategies of NZ companies. The empirical work for this study was carried out in NZ (Auckland, Wellington, and Waikato) between January and December 2009. There were visits to head offices and regional offices of 15 companies comprising large national and multinational companies (MNCs) operating in NZ. Companies were chosen from different industries including aviation, chemicals, energy and power, financial institutions (banks), pharmaceuticals, retail, and telecommunications.

Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization development (OD). These changes manifest themselves in powerful new value orientations, intervention frameworks, and practices that challenge OD's long-held beliefs in ethical and justice-based treatment. In this effort, traditional and new paradigm ethical dilemmas are explored, as well as their relationship to four postmodern practices and five emergent intervention techniques. Components of distributive, procedural, and interactional justice are explained relative to change management programs generally, and to emergent techniques specifically. Published case illustrations are used to depict new paradigm ethical dilemmas and opportunities to create a “just change.”