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In the current urban and increasingly digital/information era, the service of property management towards residents is of key importance to the well-being of society, which is especially well reflected in its role during the COVID-19 pandemic in China. However, professional knowledge management (KM) has yet to be applied to the daily operation of the property management companies in this sector. The authors posit that introduction of KM concepts to property management at this time would significantly help facilitate the transition of traditional property management towards a higher and more effective value-added service model. From the perspective of KM, this study aims to offer both a theoretical and practical analysis of such a novel business model for companies in the property management industry.

Given the current status quo of property management, the authors integrate theories from both KM and information-digital management to qualitatively analyse the challenges and difficulties companies are facing and importantly offer practical suggestions for the centralization, digital-information platform establishment and service innovation.

Following the analysis of KM and digital-information modeling, the authors identify three main challenges facing property management services offered in the current digital society including market fragmentation, lack of digital platforms and the absence of a unitary service model. Therefore, the authors propose strategic solutions to resolve these aforementioned problems. Specifically, the authors suggest centralizing property management service, the establishment of a KM-based digital platform and the upgrading of the service model, towards offering a new impetus for the development of companies in property management.

The authors offer essential guidelines derived from knowledge and information management and explore their implications both from a theoretical, as well as pragmatic/practical perspective that overall would support property management companies’ crucial transition from the traditional service model to a more digital-based foundation, and hence, provide a higher value-added service for the residents.

The current study is one of the first attempts to analyse property management services from the perspective of KM with digital transformation enabling its transition to an information-based internet of things infrastructure. The study not only offers practical guidance to the business of property management but importantly, also contributes to the theoretical underpinnings of KM especially as related to secure serviceability, well-being, security and efficiency of the residential environment by integrating people, place, process and technology.

Competitiveness is an important personality trait that has been studied in various disciplines and has been shown to predict critical work outcomes at the individual level. Despite this, the role of competitiveness in groups and teams has received scant attention amongst organizational researchers. Aiming to promote future research on the role of competitiveness as both an adaptive and maladaptive trait – particularly in the context of work – the authors review competitiveness and its effects on individual and team stress and Well-Being, giving special attention to the processes of cohesion and conflict and situational moderators. The authors illustrate a dynamic multilevel model of individual and team difference factors, competitive processes, and individual and team outcomes to highlight competitiveness as a consequential occupational stressor. Furthermore, the authors discuss the feedback loops that inform the different factors, highlight important avenues for future research, and offer practical solutions for managers to reduce unhealthy competition.

This article aims to explore coronary care unit (CCU) extubation structures, processes and outcomes. There were 13 unplanned-extubation cases (UE) among 251 intubated patients (5.2 per cent) in a cardiologist-led CCU in 2008. Seven did not require re-intubation, implying possible earlier extubation. A quality improvement project was undertaken with a goal to eliminate CCU UE within 12 months.

Using the clinical practice improvement (CPI) method, the most significant root causes were missing sedation/analgesia protocol, no ventilator weaning protocol and absent respiratory therapist during the CCU morning rounds. Non-physician directed sedation/analgesia and ventilation weaning protocols were created and put on trial in Plan-Do-Study-Act cycles before formal implementation. Arrangements were made to allocate a respiratory therapist to the CCU daily for morning rounds.

For 12 months after fully implementing the interventions, UE incidence dropped from 5.2 per cent to 0.9 per cent (p=0.006). There were no adverse outcomes, re-intubation and/or readmission to CCU within 48 hours.

Through a multi-disciplinary CPI approach, adopting non-physician directed protocols has successfully streamlined and improved airway management in mechanically ventilated patients in a cardiologist-led CCU.

There is little published data on improving intubated patient care in cardiologist-led CCUs. Previous studies centered on intensive care units managed by critical care specialists.