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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437739510097978. When citing the article, please cite: M. Dominic Cooper, Robin A. Phillips, (1995), “Killing two birds with one stone: achieving quality via total safety management”, Leadership & Organization Development Journal, Vol. 16 Iss: 8, pp. 3 - 9.

Describes how problems associated with total quality management (TQM) can be overcome by adopting a total safety management (TSM) approach. Identifies TQM problems of definition, measurement systems, resourcing, implementation, and measurement of culture. Advocates TSM strategies to overcome them. These strategies result in increased quality, reliability and competitiveness, while also satisfying legislative requirements for safety. Outlines a variant of Bandura′s model of “reciprocal determinism” to assist in the ongoing analyses and implementation of a positive safety culture. The model proposed takes into account the dynamic interrelationships between safety climate, safety management systems, and motivational strategies to improve safety behaviour. Supporting evidence suggests that this model may have considerable utility when applied to other forms of organizational culture.

Up until recent years, all agricultural production in Norway was strictly regulated through spatial policy (location), production quotas and other price and market regulations. Prices and products were handled by the farmers’ cooperatives. International (e.g. WTO agreements) and domestic pressure has gradually loosened the governmental regulation of chicken and eggs. Economic (e.g. new ownerships), technological (innovations throughout the whole chain), political and institutional (liberalization) and cultural (e.g. in consumption and farming) changes have reconfigured the landscapes of chicken meat production, opening up new opportunities for the chicken industry. Chicken therefore makes a particularly good case for exploring recent major changes in the agri-food system. In this chapter, we investigate evolving rules, risks, challenges and opportunities in and around chicken meat value chains. Empirically, we build on interviews, document studies and statistics on the structural development of the chicken industry and we discuss how these changes are developing in other parts of the Norwegian agri-food system.

Entrepreneurship is ubiquitous, but it is not unequivocally a human force for social and economic good. Critical perspectives of the entrepreneur, entrepreneurship, and entrepreneurial success (and failure) are evolving in the scholarly literature. Dark side theory has emerged as a language for critiquing the dominant narratives of entrepreneurship portrayed in scholarship, education, planning, policy, and other forms of practice. This chapter draws from dark side entrepreneurship theory, Baumolian entrepreneurship, and exemplars of counterculture to craft language for an emerging theory of misfit entrepreneurship, which consists of misfit entrepreneurs and alternative enterprises. Alternative enterprises and misfit entrepreneurs are conceptualized, and literary examples (i.e., Robin Hood and Song Jiang) and modern-day examples (i.e., Hacker groups) are supplied. The unique actions and impacts of misfit entrepreneurs and alternative enterprises are offered for discussion. This new theory of misfit entrepreneurship leaves readers with exploratory questions that enhance critical perspectives and modern understandings of entrepreneurship today.

The aim of this chapter is to define and explore the group of emotions known as self-conscious emotions. The state of the knowledge on guilt, shame, pride, and embarrassment is reviewed, with particular attention paid to research on these four self-conscious emotions in work and organizational settings. Surprisingly little research on self-conscious emotions comes from researchers interested in occupational stress and well-being, yet these emotions are commonly experienced and may be a reaction to or even a source of stress. They may also impact behaviors and attitudes that affect stress and well-being. I conclude the review with a call for more research on these emotions as related to stress and well-being, offering some suggestions for areas of focus.

Research demonstrates that health-care staff can hold negative attitudes toward people diagnosed with “Personality Disorders” (PdxPD), which can negatively impact health-care outcomes. Evidence for staff training is inconsistent with limited demonstration of sustained impact. This study aims to evaluate whether a new, brief training session can deliver similar results to longer training packages and sustain positive change 6- and 12-months after training (Black et al., 2011).

A total of 428 health-care staff attended the 3-hour training session during the study period. Questionnaires assessing knowledge, confidence and attitudes were administered pre- and post-training and at 6- and 12-month follow-up.

Brief training significantly improved knowledge of PdxPD (p < 0.001), attitudes towards PdxPD (p < 0.001) and staff confidence (p < 0.001) working with PdxPD after training. Feedback showed high ratings of training usefulness and quality of training delivery. Improvements in knowledge, attitudes and confidence were maintained over 12 months. However, gains in knowledge were not maintained at six months.

The study demonstrates positive outcomes from short training which can lead to significant resource and clinical time savings.

Findings suggest that the brief training session can achieve similar outcomes to more intensive training evaluated elsewhere. To the best of the authors’ knowledge, this study is the first to consider maintenance of outcomes at 12 months for foundational PdxPD training. The staff sample was broad and not limited to staff working in specific settings or professions.

Improvement is sorely needed to the National Health Service (NHS) care for people with trauma induced emotional regulation and interpersonal relational difficulties (TIERI), currently labelled as a variant of personality disorder [PD; borderline personalty disorder/emotionally unstable personality disorder (BPD/EUPD)]. This study aims to improve staff training.

A mixed-methods evaluation demonstrated the benefits of offering 495 staff three-day trainings with a clinician-designed, unique training package.

Statistically significant improvements were reported in both staff confidence and optimism when dealing with people with a diagnosis of PD (PWDPD) and scores on the Helping Alliance questionnaire. No statistically significant changes in social attitude resulted. Qualitative data shows negative descriptions generated by staff decreased post-training with an increase in positive and neutral descriptions. The responses generated six different themes: resources, client demand, medical model, emotional, human and positive rewards. Differing proportions were found pre and post-training.

This was a clinical-world evaluation, not a formal research project. Different pairs/combinations of experienced clinicians (predominantly clinical psychologists) acted as trainers. Some minor variation occurred within the training package used and presentation.

Given the expense of staff time and resources, this evaluation shows the resultant positive changes achieved. TIERI staff about the difficulties experienced by PWDPD and how to negotiate the relational dynamic is essential. Training helps improve staff perception of the people involved, improves staff confidence and promotes better therapeutic alliances (key to providing the relational and trauma work needed). Ongoing supervision is likely needed post-training.

Positive changes resulted from a mixed-methods evaluation of three-day trainings by using a specially designed training package.

Using experimental scenarios, the current study suggest that the management accountants’ professional attributes social obligation, professional autonomy, professional affiliation, and professional dedication are associated with three ethical rationales that have been identified as playing important roles in ethical judgment, the perception of the ethicality of an action; moral equity, contractualism, and relativism. Understanding these issues will assist in determining the management accounting professional attributes that should be fostered in encouraging the ethical judgments of management accountants since research indicates that the moral equity and contractualism rationales are consistent with individuals at the post-conventional stage of ethical development and more ethical judgments while the relativism rationale is consistent with the conventional stage of moral development and less ethical judgments.