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Outlines the gradual process which led to the development of the Sunderland Integrative Audit System. Centred around the Patient′s Charter rights and standards, the various modules used together form a patient‐centred, multidisciplinary approach to audit that can be used to monitor a contract, clinical directorate or speciality. Founded on the principle that health care is a complex, interactive process, the system seeks to establish the extent to which the patient experiences an “integrated” service by examining the interfaces between departments, professionals and services. Extensive piloting in diverse fields has found the system capable of being used in a variety of hospital and community settings.

The purpose of this paper is to highlight the level of hearing loss in the population and describe the joint health and social care response in Hartlepool to the needs of this group of people.

The approach included a review of the literature, the application of national prevalence tables to local population estimates, and a review of the adequacy of current service provision available to people with a hearing loss.

More than 14,700 people out of a total population of 91,000 living in Hartlepool are estimated to have some degree of hearing loss. This compares with only 1,046 people registered with the adult social care team although 13,800 people were found to be registered with the local audiology department. The review found that a broad range of services was already in place across health and social care although some areas were identified for service improvement which are currently being addressed.

Drawing attention to the needs of a section of the community that is virtually invisible, this review served to highlight the scale of hearing loss prevalence in the population, to estimate the number of people with hearing loss in a local population using data that has been available for almost two decades (although not widely adopted), and demonstrates a unique cross‐sectoral approach to assessing and responding to the needs of people who have a loss of hearing.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

This article analyzes a kibbutz factory and seeks to understand its unique hybrid structure following privatization, comparing it with that of other kibbutz industries in Israeli society.

The research used qualitative investigation, including interviews and document analysis practice.

The study describes hybrid model that is based on conflicting logic, as the kibbutz industry contains both communal and familial principles and bureaucratic and business features. This case study succeeded in striking a balance between the two conflicting logics through sound managerial policy adapted for the sake of communal interests.

This typology can be applied to other business organizations that underwent organizational changes as well.

The authors developed an alternative hybrid organization typology capable of describing new trends in kibbutz industry.

Acute and chronic pain affects more Americans than heart disease, diabetes, and cancer combined. Conservative estimates suggest the total economic cost of pain in the United States is $600 billion, and more than half of this cost is due to lost productivity, such as absenteeism, presenteeism, and turnover. In addition, an escalating opioid epidemic in the United States and abroad spurred by a lack of safe and effective pain management has magnified challenges to address pain in the workforce, particularly the military. Thus, it is imperative to investigate the organizational antecedents and consequences of pain and prescription opioid misuse (POM). This chapter provides a brief introduction to pain processing and the biopsychosocial model of pain, emphasizing the relationship between stress, emotional well-being, and pain in the military workforce. We review personal and organizational risk and protective factors for pain, such as post-traumatic stress disorder, optimism, perceived organizational support, and job strain. Further, we discuss the potential adverse impact of pain on organizational outcomes, the rise of POM in military personnel, and risk factors for POM in civilian and military populations. Lastly, we propose potential organizational interventions to mitigate pain and provide the future directions for work, stress, and pain research.

The Fourth Industrial Revolution has escalated innovation to new heights unseen, creating an evolution of innovation and corporate social responsibility (CSR), and as a result, a more Innovative CSR. With this evolution comes also the evolution of the ‘Preneur’ from social entrepreneur to corporate social entrepreneur and corporate social intrapreneur. It is therefore important to acknowledge that social entrepreneurship is not just for the social sector, or start-up entrepreneur – corporations can also be social entrepreneurs. This chapter establishes an understanding of this possibility alongside solving wicked problems and challenges, and how to provide collaborative networks and co-creation experiences to assist others on this journey. More importantly, the chapter discusses how corporates can assist millennials (and Generation Z) by funding and incubating their innovative or social enterprise idea under the umbrella of CSR strategy, until it is ready to be released to the world. The chapter is supported by academic literature and business publications with suggestions for future research opportunities.

In this chapter the authors focus on the role of power associated with microfoundations of organizational hybridity. They develop a framework that illuminates how key sources of power based on Buchanan and Badham (2008) and French and Raven (1959) manifest at the level of everyday work practices. Using this framework, they draw on existing studies concerning hybridity in professional organizations to illustrate how different forms of power come into play when actors guided by different logics engage in day-to-day professional work. Overall, the authors suggest that more attention to how micro-level actors use different forms of power to support, hamper, or alter different mechanisms to manage tensions among competing logics in everyday work is critical to improving our understanding about the microfoundations of institutionalism.