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Covid-19, the disease caused by severe acute respiratory syndrome coronavirus 2 is recognised as one of the most challenging global events of the twenty-first Century. The detrimental impact of the pandemic resulted in high rates of infection, morbidity, and mortality, with health-care workers firmly positioned on the frontline of this unparalleled international crisis. An emerging literature detailing the impact of COVID-19 on health-care practitioners identifies high levels of depression, anxiety, and distress. Accordingly, there are calls for the implementation of effective interventions to tackle the impending spectre of psychological morbidities and staff burnout. While it is important to explore new approaches, it is also valuable to examine how existing strategies, such as reflective practice, can be repurposed to specifically address practitioner well-being. This requires a reimagining of reflective practice and a reimagining of the reflective practice contexts in which reflective activity occurs. This paper presents The Reflective Practice Integrative Framework, which illustrates how reflective practice can be used to address the complex aims of supporting effective patient care, while also facilitating practitioner well-being. The Reflective Organisational Learning Framework is also presented which can be used to develop effective reflective practice environments through single, double, and/or triple loop learning. [ABSTRACT FROM AUTHOR]

The authors call for papers for a 2023 special issue of the journal on topics like entrepreneurship, organizational processes, and the organizational conditions for work.

Established in 1950, the Association for University and College Counseling Center Directors (AUCCCD) is an international organization comprising universities and colleges (https://www.aucccd.org). AUCCCD members are the higher education leaders for student mental health. Our members represent a wide range of professional disciplines, public and private institutions, and a range of institutional student enrollment sizes. This white paper: (a) provides a historical background on counseling and mental health services on college campuses; (b) argues that, based on current research, there is no single organizational structure that is optimal; (c) makes recommendations about factors to consider when making decisions about the counseling center that are based on specific campus needs and resources rather than a preferred organizational structure; and (d) advocates for a collaborative care model regardless of organizational structure. [ABSTRACT FROM AUTHOR]

The article presents the discussion on Human Relations hosting a dialogue between entrepreneurship, work, and organization scholars. Topics include vast majority of studies of entrepreneurship, work and organization keeping a polite distance by emphasizing domain differences and treating them as externalities; and putting emphasis on the processes of organization-creation as collective work taking place in new ventures in existing organizations.

The article offers information on the process of selecting the award-winning papers chosen by the journal for its 2015 issue. It mentions that the awardees will be recognized at a glamorous reception in the 27th Annual Meeting of IPES in George Washington University on August 8-13, 2016. The award nominees, evaluation method, and best paper award committee are cited.

This paper examines the role of temporality in the negotiation of unplanned adaptive tasks that were part of the health system response to the Covid-19 pandemic in Colombia. While research has been carried out on the temporal aspects of emergency preparedness, we argue that there is an empirical gap concerning how health care organizations responded with temporal urgency to Covid-19. The dataset (118 interviews) from which a subset of interviews were analysed for this paper was collected during the first wave of the pandemic in Colombia in 2020. Interviewees included representatives of national and regional governments, public hospitals and private clinic managers, clinicians, including physicians and nurses, laboratory directors, and academics. Narratives of two tasks are presented: reconfiguring clinical laboratories to expand the testing capacity for Covid-19 and increasing intensive care unit capacity for patients hospitalized with Covid-19. Through thematic analysis of the navigation of these tasks, the concept of "temporal shifts", which signifies how organizations use time as a resource (analogous experiences, future projections) to negotiate unplanned service changes, is developed. This study highlights how powerful stakeholders deploy past and future projections to influence others´ perceptions in the negotiation of temporal shifts: a type of change that differs from the incremental and planned types described in previous organizational literature on temporality. This shift was initiated by rapid task delegation via organizational hierarchy, but accomplished through pressured, improvised actions at the operational level. The policy and practice implications we suggest relate to addressing social and organizational effects, including consequences for stakeholder engagement and staff wellbeing, generated by organizational leaders making decisions under "time stress". [ABSTRACT FROM AUTHOR]

Buying is often considered to be need driven and demand focused, but over a period of time, things have changed due to increasing consumerism. Also, a thing that cannot be ignored is higher purchasing capacity backed by smart presentation of products by the organization. This not only affects the consumer thought process, rather sensitizes the conscious and subconscious mind to follow what marketers had been fed. That only leads to a known unplanned buying behaviour often termed as impulse buying behaviour. The present paper is an effort to understand the core concept of impulse buying and to uncover the topic by examining literature and compiling the same to develop more clarity of the domain. [ABSTRACT FROM AUTHOR]