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As faculty professional development increasingly occurs online and through social media, it becomes challenging to assess the quality of learning and effectiveness of programs and resources, yet it is important to evaluate such initiatives. The purpose of this paper is to explore how one faculty development center experimented with using analytics to answer questions about the use and effectiveness of its web and social media resources.

The case study was based on direct observation of the center’s practice and review of selected data generated by the analytic tools.

Unfortunately, while some analytics are available from a variety of sources, they are often distributed across tools and services. The center developed an analytics strategy to use data from Google Analytics and social media reporting tools to assess the use of online and social professional development resources. Initial results show that the center’s online and social professional development resources are widely used, both within and outside the university. However, more work is necessary to improve the strength and scope of the available analytics.

As a result of the analysis, the center has streamlined online resources, targeted social media use, and has begun developing methods to allow faculty to report online resource use as professional development for academic personnel purposes.

Many faculty development centers have not explored methods of evaluating online and social media resources. This paper outlines a strategic evaluation plan to measure the usage of online resources as well as engagement and interaction through social media.

This paper aims to contribute to sex tourism literature by placing it into a contemporary context of globalisation, harm reduction and disease migration.

The paper takes a public health and social science approach to map sex tourism, drawing on sex worker and tourist situations alongside global forces including technology, human rights, law enforcement and health.

A new, holistic conceptual model is presented, containing interacting, multi level associations. Whilst the separate micro, contextual, meso and macro levels are versatile, decision makers and practitioners will be equipped to understand sex tourism in its entirety.

The paper’s originality is found in the proposed conceptual model.

全球化、减害和疾病迁移时代的性旅游：一种新的概念模型

该论文采用公共卫生和社会科学方法, 利用性工作者和旅游者的情况以及包括技术、人权、执法和健康在内的全球力量, 分析了性旅游的状况。

本文将性旅游文献置于全球化、减少危害和疾病迁移的当代背景下, 为性旅游文献做出了贡献。

本文提出了一个新的、整体的概念模型, 包含相互作用的多层次关联。虽然单独的微观、背景、中观和宏观层面是多变的, 但决策者和从业者将可以全面的了解性旅游。

该论文的独创性体现在提出的概念模型中。

El turismo sexual en la era de la globalización, la reducción de daños y la migración de enfermedades: un nuevo modelo conceptual

Este artículo contribuye a la literatura sobre el turismo sexual situándolo en el contexto contemporáneo de la globalización, la reducción de daños y la migración de enfermedades.

El documento adopta un enfoque de salud pública y ciencias sociales para delimitar el turismo sexual, basándose en las situaciones de los trabajadores del sexo y los turistas junto con las fuerzas globales, como la tecnología, los derechos humanos, la aplicación de la ley y la salud.

Se presenta un nuevo modelo conceptual holístico que contiene asociaciones interactivas de varios niveles. Mientras que los niveles micro, contextual, meso y macro separados son versátiles, los responsables de la toma de decisiones y los profesionales estarán equipados para entender el turismo sexual en su totalidad.

La originalidad del artículo se encuentra en el modelo conceptual propuesto.

Investigación

By studying the drivers of social collaboration the purpose of this paper is to describe how, and for what job-related purposes, social software is employed in the digital workplace. Focussing on consultants, who are considered to be part of a knowledge-intensive and innovative industry, factors that may influence the adoption of professional social software are explored. In addition, insights about socio-demographic differences as well as distinct consulting segments and use categories are provided.

The Unified Theory of Acceptance and Use of Technologies (UTAUT) is the theoretical backbone of this research. The UTAUT model is expanded to fit the research goals, and the results from a quantitative study (n=341) are used to test the model.

The results suggest that the adoption of social software is associated with the expectation that one’s work performance will improve. There are significant differences regarding age and gender in the use of social software for job-related purposes.

Using the results of the study, social software suites can be tailored to users’ needs and preferences, which, in turn, may lead to higher levels of acceptance and intensity of use.

Social software is already widely adopted for private purposes, and it is being used more and more within the digital workplace, too. However, little research has been conducted into how, and for what job-related purposes, social software is employed, or into the potential drivers for its adoption. The stakeholders in the research include scholars and practitioners alike.

Building a new hospital requires a major investment in capital infrastructure. The purpose of this paper is to investigate the impact of bricks-and-mortar on patient safety culture before and two years after the move of a large tertiary hospital to a greenfield site. The difference in patient safety perceptions between clinical and non-clinical staff is also explored.

This research uses data collected from the same workforce across two time periods (2013 and 2015) in a large Australian healthcare service. Validated surveys of patient safety culture (n=306 and 246) were analysed using descriptive and inferential statistics.

Using two-way analysis of variance, the authors found that perceived patient safety culture remains unchanged for staff despite a major relocation and upgrade of services and different perceptions of patient safety culture between staff groups remains the same throughout change.

A dramatic change in physical context, such as moving an entire hospital, made no measurable impact on perceived patient safety culture by major groups of staff. Improving patient safety culture requires more than investment in buildings and infrastructure. Understanding differences in professional perspectives of patient safety culture may inform organisational management approaches, and enhance the targeting of specific strategies.

The authors believe this to be the first empirically based paper that investigates the impact of a large investment into hospital capital and a subsequent relocation of services on clinical and non-clinical staff perceptions of patient safety culture.

The purpose of this paper is to describe the experiences of non-clinical staff working in psychiatric settings, particularly in relation to exposure to context-specific hazards, and perceived safety.

Qualitative interviews with 23 administrative and operational staff were analysed using a framework approach.

Analysis demonstrated extensive exposure to occupational violence, including assault and verbal abuse within and/or beyond the workplace and concern about infectious disease. Impact of exposure was wide ranging, dependent on type and circumstances of violence and personal resources, with several participants experiencing ongoing psychological distress. Participants employed a range of problem- and emotion-focused strategies, typically seeking support from peers, to manage work-related stress but felt neglected by the organisation. They sought inclusion in or access to processes, such as supervision and debrief, routinely available to clinicians and to information about risk associated with patients.

Generalisability is constrained by conduct of this study in a particular setting with non-random sample.

The findings of this paper indicate a pressing need for administrators to ensure efforts to address safety encompass all staff, and the need for further research. Particular attention should be given to enabling non-clinical staff to examine ethical questions, ensuring access to support mechanisms and development of an inclusive culture.

While exposure to, and impact of workplace violence on clinical staff have been extensively studied, this paper is the first to qualitatively examine the safety of a commonly forgotten workforce.

One overlooked determinant of interprofessional teamwork is the mobilisation of professional identity. Taking a health or social care practitioner out of their professional silo and placing them in an interprofessional team setting will challenge their professional identity. The theory of signature pedagogy was used to investigate the challenges and what is needed to support practitioners to mobilise their professional identity to maximise teamwork.

A cross-sectional mixed methods study was undertaken in the form of three focus groups, with members of health and social care teams in Wales, UK. Using nominal group technique, participants explored and ranked the challenges and benefits of mobilising their professional identity within an interprofessional setting.

Findings on mobilising professional identity were found to be aligned closely with the three signature pedagogy apprenticeships of learning to think and to perform like others in their profession and to act with moral integrity. The biggest challenge facing practitioners was thinking like others in their profession while in an interprofessional team.

The focus of this study is health and social care teams within Wales, UK, which may limit the results to teams that have a similar representation of professionals.

Healthcare leaders should be aware of the opportunities to promote mobilisation of professional identity to maximise teamwork. For example, at induction, by introducing the different roles and shared responsibilities. Such practical implications do have consequences for policy as regards interprofessional team development and organisational commitments to adult learning and evaluation.

This is the first study of professional identity of interprofessional healthcare and social professionals using signature pedagogy to gain a better understanding of teamwork.

This paper aims to discuss the challenges of conducting research with homelessness services frontline workers during the COVID-19 pandemic.

Between 2015 and 2019, the research team surveyed frontline staff in three cities about their psychosocial stressors and needs. In 2020, the authors replicated the previous study and expanded data collection to seven cities across Canada to determine the extent to which the COVID-19 pandemic impacted the well-being of frontline staff. This report describes how the authors adapted the research methodologies to continue work throughout the pandemic, despite various restrictions.

The original studies had very high participation rates because of several methodological approaches that minimized barriers, especially in-person data collection. During the pandemic, distancing requirements precluded replication of these same methods. Research strategies that enabled staff participation during working hours, with designated time allotted for participation, was key for ensuring high participation rates, as access to technology, availability of free time and other factors frequently make online survey research a hardship for these staff. Restrictive interpretation and regional variations of COVID-19 guidelines by some research ethics boards were also a challenge to rapid and responsive data collection.

Few studies describe the experiences of frontline workers in the homelessness sector, and quantitative reports of their experiences are particularly scant. Consequently, little is known about specific methodologies that facilitate large-scale data collection in the homelessness services sector. The present research advances the field by providing lessons learned about best practice approaches in pre and post COVID-19 front line worker contexts. A strength of this research is the well-controlled design. The authors collected data within several of the organizations that had previously participated. This fortunate baseline provided opportunity for comparison before and during the pandemic; the authors can highlight factors that might have had influence during the pandemic.

This study seeks to explore why some teams realize performance gains and others do not. Team identification is proposed as an explanatory mechanism of performance.

Data from two longitudinal studies with 42 teams (270 individuals) are examined using regression analysis. Study 1 relies on student teams, while Study 2 is based on two field samples of actual working teams. In both studies, team identification was captured prior to the objective performance measures.

This study empirically provides evidence that team identification is linked to team performance across three settings.

Although the sample size is relatively small within each study, the implications are that team process variables such as identification matter when gauging performance across all three settings.

It is critical that team‐oriented processes, such as identification, are promoted if managers hope to see performance gains within work teams. Just because a team is created, this does not guarantee that the members will operate as a collective entity to accomplish tasks. If the members of the team identify with one another, they are more likely to outperform individual‐oriented teams.

There is little agreement regarding performance gains and teamwork. This study demonstrates that teams with identification are better performers across three settings, in which two are based on applied settings of actual intact work teams. This study is also valuable because it provides longitudinal data, given that identification is measured prior to performance.

It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.