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Upon the departure of a library administrator, such as dean or director, a librarian may be asked to serve in a leadership position on a limited term or open-ended, interim basis. In such a position, an interim leader can feel isolated, overwhelmed, and unprepared to navigate the challenges of the role. With this in mind, this column focuses specifically on the needs and experiences of librarians serving in interim leadership positions. Topics addressed include roles and expectations, planning and transparency, relationships and support, and imposter syndrome. The column concludes with a summary of advice for interim library leaders and the rewards that may result. [ABSTRACT FROM AUTHOR]

While the promise of artificial intelligence (AI) is pervasive, many companies struggle with AI implementation challenges. This article presents results from a survey of 2,525 decision-makers with AI experience in China, Germany, India, the United Kingdom, and the United States—as well as interviews with 16 AI implementation experts—in order to understand the challenges companies face when implementing AI. The study covers technological, organizational, and cultural factors and identifies key challenges and solutions for AI implementation. This article develops a diagnostic framework to help executives navigate AI challenges as companies gain momentum, manage organization-wide complexities, and curate a network of partners, algorithms, and data sources to create value through AI. [ABSTRACT FROM AUTHOR]

The study's main purpose was to examine the school principals' leadership styles, teachers' commitment and performance among secondary schools in the Division of Zambales. There were a total of 470 secondary teachers who served as respondents in this study who have taught during the school year 2021-2022. The Descriptive research design was used to assess the perception of the teachers to assess the leadership styles utilized by the school principals and its relationship on teachers' organizational commitment. The data were gathered from the respondents through a modified-adopted survey questionnaire. The descriptive (frequency, percentage and mean) and inferential statistics (Pearson r and ANOVA) were utilized for the analysis and interpretation of data. The major results showed that the teacher-respondents perceived that the school principal's leadership style as Kayod, leadership style by Libro, leadership style by Ugnayan, and leadership style by Oido are highly practiced while leadership style by Lusot is practiced. The teacher-respondents perceived as Beyond Expected Standard with regard to teachers' organizational commitment in terms of affective commitment while perceived as Approached Expected Standard in terms of continuance commitment and normative commitment. The teacher-respondents are assessed Outstanding on their work performance. There is a highly significant difference on the perceived level of agreement of teacher-respondents' work performance and the school's principal leadership style. There is a highly significant difference on the perceived level of agreement of teacher-respondents' work performance and their organizational commitment. There is a highly significant relationship on the perceived level of agreement of teacher-respondents toward the school's principal leadership styles and teachers' organizational commitment. Filipino leadership style by Kayod increased teachers' work performance in terms of quality and time, technical skills and knowledge, originality, creativity, and initiative in the Division of Zambales. The performance of secondary school teachers denotes a high level of achievement and commitment. In the light of the findings, it is recommended that the School heads may adopt leadership style by Kayod, Leadership style by Libro, Leadership style by Ugnayan, and Leadership style by Oido because the combinations of these Filipino leadership styles enables leaders to engage everyone within the organization. Affective commitment can be used by school leaders to represent organizational commitment among teachers. Teachers perform better when they feel that their school head cares about them, they feel respected, act as ambassadors for their organization, and are generally valuable assets. To increase school and teacher performance, school heads can apply Kayod, Libro, Ugnayan, and Oido leadership style to the team by adopting a range of methods and strategies. The school head may regard and pay proper attention to teachers' views and opinions in order to meet the needs of the entire institution in terms of teaching loads, teaching materials, and other supplies for the instructors to function efficiently. To boost teachers' dedication to their work, school administrators may use the combination of Kayod, Libro, Ugnayan, and Oido leadership approaches. To raise student achievement, the school principal may employ suitable measures such as prizes and recognition for teachers who are dedicated to their work. A training program to improve organizational change management capacity could be planned by school heads and DepEd officials. The school head may consider to increased teacher participation in policy-making, meeting schedules, discussion of ideas and opinions for the school's progress, and increased student achievement are some of the ways school heads can create a conducive environment that will help improve teachers' performance and satisfaction in the field of teaching. [ABSTRACT FROM AUTHOR]

Purpose The establishment of a new outpatient pharmacy provided a strategic opportunity to repurpose and convert an existing outpatient pharmacy into a closed-door mail-order pharmacy within a health system. This article describes the steps taken to successfully make this change and evaluates the impact. Summary The mail-order pharmacy conversion project was divided into 3 phases: phase 1 (before conversion) from July through August 2022, phase 2 (conversion) from October through November 2022, and phase 3 (after conversion) from December 2022 through February 2023. Phase 1 included standardizing workflows with standard operating procedure (SOP) development, improving automation, determining staffing ratios, gathering baseline staff engagement data, and identifying primary and secondary outcomes of interest. Phase 2 encompassed SOP implementation and training of mail-order team members. Phase 3 involved evaluating available pharmacy floorspace, marketing mail-order services, and the second distribution of the staff engagement survey. The measured outcomes of this project were total prescription volumes, increase in total revenue, and staff engagement. Data collection was completed in phase 3. Conclusion The existing outpatient pharmacy was successfully converted to a closed-door pharmacy, and the associated prescription volume increased. Developing a strategic action plan to establish SOPs, calculate staffing performance metrics, and identify opportunities for growth and engaging frontline team members were essential to the success of this project. [ABSTRACT FROM AUTHOR]

In this short essay, Steve Blank describes his personal experiences and his role in founding the Lean Startup movement. [ABSTRACT FROM AUTHOR]

Understanding nurses' perception of service climate in a resource-constrained environment undergoing continuous change is important as patients seek patient-centered health services. Unfortunately, organizational change approaches influencing service climate have yet to be explored. The study's objectives included: (1) assessing nurses' perceptions of service climate (orientation, feedback, and managerial practices) and their strategic change mindsets (Theories E, O, and EO) in a post-restructuring environment; and (2) determining the best model of fit, based on organizational dimensions of change and strategic change mindsets, for service climate. A cross-sectional survey collected responses from nurse members of a professional association. Linear regression analysis was used to obtain the service climate models. The findings revealed nurses' perception of service climate was positive, except for managerial practices. The predominant mindset was Theory EO (balance between Theory E – economic value and Theory O – organizational capabilities). Capacity to change and learn, managerial practices and behaviour, and position level positively predicted service climate; the best model of fit was for nurses who adopted a Theory EO mindset. In conclusion, to enhance nurses' perception of service climate, leaders/managers need to provide recognition and rewards for high-quality service and use a Theory EO approach (balance financial performance with internal capabilities). [ABSTRACT FROM AUTHOR]

BACKGROUND: Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. OBJECTIVE: This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. METHODS: Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. RESULTS: The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. CONCLUSION: We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change. [ABSTRACT FROM AUTHOR]

Background: Conveners are crucial in coordinating interorganizational partnerships, particularly purpose-oriented networks. However, their roles may shift from initially recruiting organizational partners to overseeing and sustaining a network through periods of change. Extensive research has focused extensively on these early stages of the interorganizational venture, but less scholarship has focused on how conveners respond to critical changes over time and the implications of convener actions in sustaining resilient networks. Purpose: This research explores the convener's role in purpose-oriented network formation and change management and offers implications for creating resilient purpose-oriented networks. Research Design: The study conducts qualitative analysis of interviews conducted with cross-sector, purpose-oriented networks at two points in time to explore how conveners organize networks and respond to change. Study Sample: This study draws on two waves of interview data collected from the conveners of 26 cross-sector collaborative networks focused on education reform in the United States. Data Collection and/or Analysis: Interviews with conveners of 26 networks were analyzed through attribute and provisional coding to study the network's composition and activity, perceptions of the problem and reasons for network. A second round of interviews was later collected and analyzed to explore what changes emerged after a network's initial convening and how conveners responded to those changes through provisional and magnitude coding. Results: Findings reveal different magnitudes of change experienced by the networks (e.g., incremental, radical, and in-between) that influenced convener responses to those changes. Additionally, networks were found to have two founding orientations: problem- and solution-oriented. Networks founded with a problem orientation were more resilient than those founded with a solution orientation, partly because of the repertoire of activities in which their conveners engaged. Conclusions: Conveners play a critical role both in founding purpose-oriented networks and in leading them through change. This study suggests the concept of founding orientations to explore the different frames purpose-oriented networks may adopt and offer insights as to how those orientations influence network reactions to change. Findings pertaining to founding orientation, network change, and convener response offer theoretical and practical implications for building resilient networks. [ABSTRACT FROM AUTHOR]

Purpose: The European funded project ADLIFE focuses on the application of digitally enabled integrated care for people with advanced chronic diseases. The implementation of the ADLIFE intervention required a robust practical tool that would be common to all pilot sites while allowing flexibility for local variations as well as the ability to adapt to unanticipated changes and problems. Design/methodology/approach: The ADLIFE project combined the concepts of implementation research and formative evaluation with the standardized operating procedures (SOP) methodology. The ADLIFE project significantly modified the SOP approach and used it as a means to not only to define and organize the tasks that needed to be performed in preparing and implementing the ADLIFE intervention but also to create a deeper understanding of the unique challenges faced in each site, as well as a method for achieving a consensus. Findings: The ADLIFE SOPs were developed by a dedicated working group, and they encompassed the preparatory phase leading up to implementation of the intervention. The SOP was also the basis for monitoring the implementation, and this created a structure for the dynamic ongoing tactical and even strategic changes necessitated by local diversity as well as many unanticipated changes. Originality/value: The SOP methodology was useful in supporting the development of the ADLIFE SOP, which was a consensus-based approach to guide for managing the implementation process, both at project and local levels. It has supported continuous improvement and learning throughout the project. Both the process and the SOP produced by the process can be readily adapted and used in other similar projects. [ABSTRACT FROM AUTHOR]

Context Methods Findings Conclusions Policy Points What are the facilitators and barriers of physician group participation in a performance‐based financial incentive program aimed at improving equity of care by patient race and ethnicity? Launching financial incentives to improve racial equity has required extensive organizational change management for participating physician groups, including major investments to improve quality management systems. Carefully designing financial incentives to encourage equity improvement while managing unintended consequences, and considering physician groups’ populations served, baseline maturity of quality management systems, and efforts to assess and address patients’ social risk factors have been central to prepare physician groups for financial incentives to improve equity of care. Given the major investments required of physician groups to prepare for financial incentives that reward equity improvement, alignment of equity of care measure specifications and reporting requirements across payers could facilitate physician group engagement. Evidence about how baseline physician group capabilities, including the maturity of their quality management systems, impact equity improvement may help health plans prioritize and target their investments to advance equity of care by patient race and ethnicity. What are the facilitators and barriers of physician group participation in a performance‐based financial incentive program aimed at improving equity of care by patient race and ethnicity? Launching financial incentives to improve racial equity has required extensive organizational change management for participating physician groups, including major investments to improve quality management systems. Carefully designing financial incentives to encourage equity improvement while managing unintended consequences, and considering physician groups’ populations served, baseline maturity of quality management systems, and efforts to assess and address patients’ social risk factors have been central to prepare physician groups for financial incentives to improve equity of care. Given the major investments required of physician groups to prepare for financial incentives that reward equity improvement, alignment of equity of care measure specifications and reporting requirements across payers could facilitate physician group engagement. Evidence about how baseline physician group capabilities, including the maturity of their quality management systems, impact equity improvement may help health plans prioritize and target their investments to advance equity of care by patient race and ethnicity. Blue Cross Blue Shield of Massachusetts (BCBSMA), a large commercial health insurer, is using financial incentives to advance equity of care by patient race and ethnicity. Understanding experiences of this payer and its contracted physician groups can inform efforts elsewhere. We qualitatively assess physician groups’ barriers and facilitators of planning and implementing BCBSMA's financial incentives to improve equity of ambulatory care quality by patient race and ethnicity.Key informant interviews (n = 44) of the physician group, BCBSMA, and external stakeholders were conducted, equity initiative meetings were observed, and documents were analyzed to identify barriers and facilitators of designing and preparing for financial incentives to advance racial equity. Physician group experiences of preparing for and responding to financial incentives for equity improvement were assessed.Analyses revealed 1) the central importance of valid and reliable equity performance measurement and carefully designed equity improvement incentives for physician group buy‐in, 2) that prior to implementing financial incentives for equity improvement, physician groups needed to improve their quality management systems and the accuracy and completeness of patient race and ethnicity data, and 3) physician groups’ populations served, baseline maturity of quality management systems, and efforts to assess and address patients’ social risk factors were central to consider to plan for physician group financial incentives to improve racial equity.Given the major infrastructure investments and organizational change management resources required of physician groups to participate in a financial incentive program designed to reward equity improvement, alignment of equity measurement and performance requirements across payers would facilitate physician groups’ engagement in efforts to improve quality of care for racial and ethnic minority patients. [ABSTRACT FROM AUTHOR]

Background: Being attached to a primary care (PC) provider is at the core of a strong primary health care system. Centralized waiting lists (CWL) for unattached patients have been implemented in eight provinces of Canada to support the attachment process. In Quebec, the Ministry of Health mandated the implementation of Primary Care Access Points (GAP) across the province to help unattached patients navigate the health system while awaiting attachment through the CWL. Several local health territories developed complementary innovations to the GAP to respond to local population needs. This paper aims to describe five organizational innovations implemented locally. Methods: This multi-case qualitative study was conducted in four local health territories in the province of Quebec. Fifty-two semi-structured interviews with healthcare managers, nurses, physicians, other health professionals and administrative staff were conducted between April 2023 and April 2024. An interview guide was developed based on existing frameworks on the implementation of innovations and the evaluation of the GAP. Thematic analysis was conducted using NVivo software. Inductive and deductive approaches were used to develop relevant codes and themes. Logic models were built to describe the organizational innovations. Results: Five organizational innovations are described. First, a multidisciplinary clinic aimed at responding to patients with mental health issues was implemented. Second, a nurse clinic was implemented to provide temporary care for patients with unstable chronic illnesses. The third innovation is a mobile proximity clinic where unattached GAP patients are first evaluated by a paramedic before receiving care from a nurse. Fourth, a pharmacist trajectory was implemented to increase engagement of community pharmacists to respond to GAP patients. The last innovation is a decentralized GAP offering in-person nursing care to unattached GAP patients. Conclusions: Descriptions of these five innovations are key to inform other territories and provinces on ways to improve access for unattached patients while they are waiting to be attached. The introduction of the GAP and the organizational innovations, suggests a transition where access to PC services does not rely solely on attachment status. [ABSTRACT FROM AUTHOR]

Background: Nurses form the frontline of the healthcare system's response to both epidemics and pandemics, and this was especially the case during the novel coronavirus disease (COVID-19) pandemic. Although the influence of COVID-19 on nursing roles has attracted interest, there is no integrated knowledge of nurses' roles and experiences in primary health care settings during the COVID-19 pandemic. Thus, this study identifies the roles and experiences of nurses in primary health care during the COVID-19 pandemic. Methods: A scoping review study design and the Joanna Briggs Institute methodology were used. The study searched five electronic databases (PubMed, CINAHL, EMBASE, Scopus, and PsychINFO) and included studies published in English from March 2020 to June 2023 that focused on the roles and experiences of nurses (participants) during COVID-19 (concept) in primary health care settings (context). Results: Fourteen articles were selected for review, involving a total of 1,487 nurses as study participants. The various roles undertaken by nurses in primary health care settings were categorized as comprehensive care providers, supporters and empowerers, coordinators and collaborators, information navigators, and change agents. Challenges and strategies are multilevel intrapersonal, interpersonal, organizational, community, and societal issues, but are not mutually exclusive. Conclusions: The pandemic-induced challenges revealed primary health care nurses' vital and indispensable roles and resilience. They also fostered a heightened awareness of technological influence on the progression of primary health care in the current milieu. Policymakers and healthcare organizations need to integrate primary health care nurses' expanding and emerging roles within the scope of practice, ensuring their effective implementation without excessive regulatory constraints. This study emphasizes the importance of developing multilevel interventions to address the support needs of primary health care nurses through a system-based approach. Building a strong infrastructure to support nurses' self-care, offering continuing professional development opportunities, and securing official government recognition will be essential for enhancing the resilience of primary healthcare nurses in preparation for future, potentially devastating pandemics. [ABSTRACT FROM AUTHOR]

This article discusses the importance of preparing graduate nursing students to address environmental health issues and lead nursing green teams. It emphasizes the need to integrate environmental health concepts into nursing school curricula and highlights the role of nurses in addressing climate change and pollution in healthcare settings. The article provides information on the impact of health services on climate change and the formation of nursing green teams to implement sustainability initiatives. It also discusses opportunities and solutions for greening healthcare workplaces, waste management, chemical use, and improving environmental sustainability in healthcare settings. The document includes a list of references and sources for further research on the topic. [Extracted from the article]

In this review, we thoroughly analyze the state of global rivers, focusing on their physical and ecological characteristics as well as management strategies. The review results have helped us generate four recommendations. Firstly, rivers should be managed under a legally binding global accord at the basin level. Secondly, challenges related to river pollution and inappropriate project implementation can be mitigated by adopting newly defined strategic environmental assessments and the United Nations System of Environmental Economic Accounting. Thirdly, we need data from the latest scientific sources, such as geospatial sources, to better understand rivers at different scales as composite systems. The last recommendation calls for taking into account climate change concerns in river management approaches. We also outline a proposition for developing a river monitoring and assessment program in order to perform comprehensive and planet-wide river assessment. The article elaborates on the strategies for achieving these recommendations. [ABSTRACT FROM AUTHOR]

This paper presents the results of thirty-seven interviews of senior library leaders at American Association of University (AAU) institutions conducted in Spring 2023. The author replicated a 2016 study from portal , revealing an increased focus on strategic plan-based decision-making along with new priorities of open scholarship and diversity, equity, and inclusion (DEI). The COVID-19 pandemic had a drastic impact on staffing and budgets, requiring academic library leaders to balance internal operations and external collaboration. A younger, more diverse AAU library leadership population achieves success through strong advocacy to campus leadership and the inclusive leadership practices outlined in this paper. [ABSTRACT FROM AUTHOR]

Purpose: Echocardiography is recommended as a first-line tool in the assessment of patients with shock. The current provision of echocardiography in critical care is poorly defined. The aims of this work were to evaluate the utilisation of echocardiography in patients presenting to critical care with shock, its impact on decision making, and adherence to governance guidelines. Methods: We conducted a prospective, multi-centre, observational study in 178 critical care units across the United Kingdom (UK) and Crown Dependencies, led by the UK's Trainee Research in Intensive Care Network. Consecutive adult patients (≥ 18 years) admitted with shock were followed up for 72 h to ascertain whether they received an echocardiogram, the nature of any scan performed, and its effect on critical treatment decision making. Results: 1015 patients with shock were included. An echocardiogram was performed on 545 (54%) patients within 72 h and 436 (43%) within 24 h of admission. Most scans were performed by the critical care team (n = 314, 58%). Echocardiography was reported to either reduce diagnostic uncertainty or change management in 291 (54%) cases. Patients with obstructive or cardiogenic shock had their management altered numerically more often by echocardiography (n = 15 [75%] and n = 100 [58%] respectively). Twenty-five percent of echocardiograms performed adhered to current national governance and image storage guidance. Conclusion: Use of echocardiography in the assessment of patients with shock remains heterogenous. When echocardiography is used, it improves diagnostic certainty or changes management in most patients. Future research should explore barriers to increasing use of echocardiography in assessing patients presenting with shock. [ABSTRACT FROM AUTHOR]

Copyright of Retos, Revista de Ciencias Administrativas y Económicas is the property of Universidad Politecnica Salesiana and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Orchestrating the right content, at the right time, with the right customer, Wo the right channel can be a key growth driver for products in the life-sciences industry. Starting with the right marketing foundation for content, channels and service is essential, and with the right measures in place, one can advance adoption and commercial impact quickly. As this paper explains, when seeking to unlock commercial value, it is important to partner with marketing leadership to establish a roadmap that defines desired skills, competencies, process, frameworks and technologies. This paper describes CSL Behring's endeavours to build an orchestrated customer experience for healthcare professionals and, ultimately, patients. The insights provided should be of particular benefit to marketers within the life science sector. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Urban Research is the property of Journal of Urban Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study investigates the causal relationships among strategic orientation, innovation, and entrepreneurial support mechanisms. Strategic orientation is significant for innovation, and support mechanisms are organizational processes that mediate the innovation generating path. This study hypothesizes that the support mechanism consists of Culture, Structure, Reward, and Procedure and advances the existing theory, exemplifying an SMP (subject-mechanism-performance) framework based on empirical data collected through a national survey for 3,085 SMEs in South Korea. The findings suggest that strategic orientation affects innovation, and tangible interventions such as Procedure, Reward, and Structure might be differently applied from Culture to nurture innovative outcomes of SMEs. [ABSTRACT FROM AUTHOR]

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Introduction Methods Results Conclusion The COVID‐19 pandemic challenged primary care to rapidly innovate. In response, the Western Victorian Primary Health Network (WVPHN) developed a COVID‐19 online Community of Practice comprising general practitioners (GPs), practice nurses, pharmacists, aged care and disability workers, health administrators, public health experts, medical specialists, and consumers. This Experience Report describes our progress toward a durable organizational learning health system (LHS) model through the COVID‐19 pandemic crisis and beyond.In March 2020, we commenced weekly Community of Practice sessions, adopting the Project ECHO (Extension of Community Health Outcomes) model for a virtual information‐sharing network that aims to bring clinicians together to develop collective knowledge. Our work was underpinned by the LHS framework proposed by Menear et al. and aligned with Kotter's eight‐step change model.There were four key phases in the development of our LHS: build a Community of Practice; facilitate iterative change; develop supportive organizational infrastructure; and establish a sustainable, ongoing LHS. In total, the Community of Practice supported 83 unique COVID‐19 ECHO sessions involving 3192 h of clinician participation and over 10 000 h of organizational commitment. Six larger sessions were run between March 2020 and September 2022 with 3192 attendances. New models of care and care pathways were codeveloped in sessions and network leaders contributed to the development of guidelines and policy advice. These innovations enabled WVPHN to lead the Australian state of Victoria on rates of COVID vaccine uptake and GP antiviral prescribing.The COVID‐19 pandemic created a sense of urgency that helped stimulate a regional primary care‐based Community of Practice and LHS. A robust theoretical framework and established change management theory supported the purposeful implementation of our LHS. Reflection on challenges and successes may provide insights to support the implementation of LHS models in other primary care settings. [ABSTRACT FROM AUTHOR]

Background: The benefits of lean adoption in healthcare include improved process efficiency and quality of patient care. However, research indicates that lean implementation in healthcare, and specifically hospitals, is often not sustained. Furthermore, there is a need for maturity models that guide lean implementation, specifically in hospitals. This study develops a prescriptive maturity model named the Sustaining of Lean Adoption in Hospitals Roadmap (SOLAR) that acts as a practical guideline for the sustainable adoption of lean in hospitals. Methods: The SOLAR has three theoretical foundations, namely lean implementation success factors in hospitals, implementation science, and change management theory. A systematic literature review was conducted to determine the lean implementation success factors in hospitals as the first building block. Secondly, practices from implementation science were used to create the action items in the SOLAR. Ten change steps were elicited from change management theory as the third theoretical building block of the roadmap. We refined the roadmap through three Delphi rounds that verified its useability in hospitals. Results: The final SOLAR consists of four maturity phases (prepare, plan, experiment and learn, and sustain) and includes action items for each phase related to the hospital's strategy, resources, engaging of people, and culture. The action items and change management steps shown in the SOLAR are not intended as an exhaustive list but provide guidelines on aspects hospitals must consider when they aim to adopt lean sustainably. Conclusions: The strong theoretical base of the SOLAR enables hospitals to safely experiment and learn which implementation methods are best suited to their unique environment. The SOLAR is, therefore, an actionable guideline that informs both academics and practitioners involved in lean adoption in hospitals. This roadmap can guide future retrospective longitudinal or action research. [ABSTRACT FROM AUTHOR]

This study aims to examine the impact of reverse mentoring on the change adaptation behavior of senior employees working in public sector organizations. Specifically, the purpose of this research is to gain insights into enhancing adaptability and organizational change management strategies in employees by studying the sequential mediation of cognitive flexibility and resilience. This study uses a deductive research approach with employees' positivism philosophy to examine the effect of reverse mentoring on change adaptation. It utilizes a purposive sampling technique and data was collected from the employees working in public sector organizations in Pakistan. We employed a time-lagged data collection method to gather insights from a representative employee pool and Mplus for data analysis. The study shows that all variables examined have significant positive effects on each other. Reverse mentoring, cognitive flexibility, and resilience contribute to improved change adaptation in public sector organizations. [ABSTRACT FROM AUTHOR]

Corporate social responsibility (CSR) activities have become increasingly prevalent in retail settings. In franchised organizations, franchisors typically design and coordinate these activities, leaving operational execution to franchisees. Meanwhile, franchisors may introduce new corporate-led CSR activities over time. Even though changes to CSR activities may refocus outlets' attention on a CSR initiative, they may also disrupt an outlet's ongoing CSR routines. Using a longitudinal, secondary dataset consisting of an eight-year panel for a national, franchised restaurant chain, we examine CSR performance dynamics in the presence of two distinct types of CSR activities: an ongoing CSR routine and a distinct, temporary CSR campaign. We find that, when resuming the CSR routine after a temporary CSR campaign, outlets' performance in CSR routines drops significantly (i.e., immediate decay), then improves gradually (i.e., protracted recovery). We also consider the moderating role of an outlet's experience, finding that experience stabilizes these decay and recovery cycles. Our findings represent a first step in developing a longitudinal understanding of how a firm's short-term CSR campaigns may impact ongoing CSR routines, thus contributing to the knowledge of CSR activity development and routinization. [ABSTRACT FROM AUTHOR]

Humanizing healthcare experiences is imperative for global healthcare organizations, emphasizing connections, empathy, and trust between patients, providers, and the broader community. Patients seek personalized, compassionate care, while employees prioritize supportive workplaces. Modernized feedback programs recognize consumer preferences for convenience and accessibility, leveraging technology like artificial intelligence (AI) for real-time insights. Northwestern Medicine's "Short, Modern, Smart" feedback program exemplifies this, focusing on efficiency, contemporary needs, and technology for action. Key considerations include (1) Short: Streamlining surveys for efficiency, (2) Modern: Prioritizing open-ended comments for personalized insights, and (3) Smart: Leveraging AI for proactive understanding. Recommendations for organizations include implementing formal change management, adopting unified metrics for comprehensive experience measurement, and leverage AI to connect feedback back to humans. In conclusion, humanizing healthcare starts with effective feedback collection and actioning. Northwestern Medicine's approach offers insights, emphasizing streamlined processes, personalized engagement, and technological empowerment, which organizations should prioritize for growth and continuous improvement. [ABSTRACT FROM AUTHOR]

OBJECTIVES: Programmatic assessment approaches can be extended to the design of allied health professions training, to enhance the learning of trainees. The Australasian College of Physical Scientists and Engineers in Medicine worked with assessment specialists at the Australian Council for Educational Research and Amplexa Consulting, to revise their medical physics and radiopharmaceutical science training programs. One of the central aims of the revisions was to produce a training program that provides standardized training support to their registrars throughout the 3 years, better supporting their registrars to successfully complete the program in the time frame through providing timely and constructive feedback on the registrar's progression. METHODS: We used the principles of programmatic assessment to revise the assessment methods and progression decisions in the three training programs. RESULTS: We revised the 3-year training programs for diagnostic imaging medical physics, radiation oncology medical physics and radiopharmaceutical science in Australia and New Zealand, incorporating clear stages of training and associated progression points. CONCLUSIONS: We discuss the advantages and difficulties that have arisen with this implementation. We found 5 key elements necessary for implementing programmatic assessment in these specialized contexts: embracing blurred boundaries between assessment of and for learning, adapting the approach to each specialized context, change management, engaging subject matter experts, and clear communication to registrars/trainees. [ABSTRACT FROM AUTHOR]

This paper aims to explore the extent to which digitalization can be utilized as a change management tool during black swan events. This article explores how digitalization can help businesses adapt to black swan events like the COVID-19 pandemic and examines the correlation between digitalization growth rates, income, and brand strength in 30 countries with varying viral threats from 2018 to 2021. This paper compares digitalization's impact on change management success in two different contexts. The first context is regular business events that occurred pre-pandemic, as measured by revenue stability and brand strength. The second context is the COVID-19 pandemic and crisis, considered a black swan event. The paper explains the difference in impact and how digitalization can contribute to change management success in both contexts. Our approach to crisis management considers the Black Swan Theory and change management offers a unique and valuable perspective. We found that digitalization can enhance business resilience during the pandemic, although we caution that the benefits of digitalization may be limited to the short term due to its flexibility. Due to consideration of the COVID-19 crisis as a black swan type, this paper clarified the accessibility of digitalization as a measure of crisis management and the scale of the anti-crisis effect of digitalization as a tool of flexibility and adaptation to the black swan. [ABSTRACT FROM AUTHOR]

This paper is devoted to the resolution of the scientific and practical problem of the search for possibilities of overcoming the described contradiction and a well-balanced improvement of the quantitative and qualitative characteristics of labour in the information society 5.0. The authors' goal lies in determining the perspective of improvement of change management of the population's employment in information society 5.0 for its sustainable development. Based on the sample of 61 countries and using statistics of IMD and the UN for 2023, we provided the economic and mathematical explanation of the consequences of changes in the population's employment in information society 5.0 for its sustainable development. The authors' main conclusion is that it is possible and necessary to simultaneously improve or preserve at the current level the quantitative and qualitative priorities of the sustainability of the population's employment. The scientific novelty and originality of this paper are that to solve the problem posed we propose a novel—SAP–LAP—model, which is characterised by increased flexibility and adaptability to the dynamic environment of the labour market in information society 5.0. The theoretical significance of the authors' results and conclusions is that they allow, for the first time, the possibility of well-balanced improvement of the quantitative and qualitative characteristics of labour in information society 5.0. The practical significance of the research results is that the compiled forecast of the systemic management of quantitative and qualitative changes in the population's employment in information society 5.0 can be put in the basis of the global "roadmap" of the labour market's sustainable development. The managerial significance of the authors' recommendations is that the SAP–LAP model will help optimise the modern international practice of state and corporate management of changes in the labour market. [ABSTRACT FROM AUTHOR]

This paper is devoted to the resolution of the problem of adapting the practice of HRM to the modern context of sustainable development to raise the flexibility of organizational systems. The purpose of the article is to develop a new approach to achieving the flexibility of organizational systems through change management in HRM—sustainable HRM—and substantiate its advantages in the "Decade of Action." The authors have systematized and analyzed the international experience of 59 countries in 2022. The method of regression analysis was used to compile an econometric model of the dependence of commercial manifestations of the flexibility of organizational systems on the factors of change management in HRM. As a result, the authors substantiate the significant contribution of sustainable HRM to the flexibility of organizational systems in the "Decade of Action." The prospect of increasing the flexibility of organizational systems in the "Decade of Action" through sustainable HRM has been revealed, associated with an increase in market capitalization, production and export complexity, and global brand value (top 5000). The main conclusion is that sustainable HRM is a promising sustainable HRM as an alternative to the existing approach of change management practices using HRM for the flexibility of modern organizational systems, thus filling a gap in the literature. For the first time, the existence of commercial implications of sustainable HRM for the flexibility of organizational systems has been proved. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to disclose the social cause and effect links of the development of the agrarian AI economy and to determine the prospects for its sustainable development, i.e. optimisation of its social implications through change management. Based on the international statistics for 2022 and using the methods of regression, correlation, and trend analysis, we prove that, in combination with electronic infrastructure, expanded capabilities of the AI economy for social communications allow optimising its implications, i.e. ensuring its sustainable development. The paper's originality consists in a reconsideration of the agrarian AI economy from the position of society and description of its previously unknown—social—nature, and the development of a new approach to its sustainable development. The practical significance of the paper is that the developed approach to the management of the development of the agrarian AI economy will allow raising the effectiveness of this management and will maximise its contribution to the increase in the population's quality of life and strengthening of food security. The scientific novelty of the authors' conclusions lies in their discovering the essential difference between the social implications of the development of the AI economy in agriculture and these implications in other sectors. The research results showed that, unlike most other spheres, the development of the AI economy leads to an aggravation of social risks but to the creation of social advantages in agriculture. Given this conclusion, a unique approach for agriculture to sustainable development in the AI economy was developed—not through limitation but through stimulation of digitalisation with particular attention to technological support for the optimisation of social communications. [ABSTRACT FROM AUTHOR]

This paper is aimed at determining the role of higher education in change management of human capital in support of sustainable development of high-tech production. Regression analysis was used to process the official statistics of the world bank for 2020 and knowledge for all for 2022 (105 countries). As a result, we substantiated the important place of higher education in the system of the factors of high-tech production development. We compiled expected alternative consequences of higher education development for high-tech production. The main conclusion is that the key role of higher education for the development of human capital of high-tech production consists in the financing and popularisation of higher education, as well as the provision of inclusiveness in an educational environment and flexibility of the educational process. The key results of this paper are as follows. The theoretical significance of the obtained results and conclusions is that they opened a "black box" of human capital development in the system of higher education, explaining how it supports the development of high-tech production. The developed SAP-LAP model of higher education for change management of human capital presented a novel authors' vision of higher education management and universities as flexible dynamic systems of macro- and micro-levels, accordingly. The practical significance of the developed recommendations for the improvement of state regulation of higher education is that they allow optimising the consequences of higher education development for high-tech production. The managerial significance of the paper is that the authors' recommendations will allow improving the practice of university management (in Russia and other countries) in support of high-tech production development. [ABSTRACT FROM AUTHOR]

The goal of this paper was to disclose and explain the cause-and-effect relationships of change management in Agriculture 4.0 for sustainable development and food security. This research comprehensively covers the international experience of 11 countries in 2023 and, at the same time, takes into account the specifics of geographical regions of the world: It was conducted in the context of E. Europe & C. Asia; East & South Asia; LAC; MENA; OECD (28.83%) and Sub-Saharan Africa. As a result, two key spheres of change management in Agriculture 4.0 for sustainable development and food security in regions of the world were revealed: 1) change management of the world food market; and 2) change management of the labour market. The main conclusion consists in the necessity for change management in Agriculture 4.0 based on the proposed SAP-LAP model for the most complete development of the potential of sustainable development and food security. The theoretical significance of the authors' conclusions and results is that they reconsidered change management in Agriculture 4.0 from the position of spatial economics and took into account the specifics of ensuring sustainable development and food security in geographical regions of the world. The paper's originality is due to the development of a new—SAP-LAP—model, which ensures increased flexibility during change management in Agriculture 4.0 and, due to this, the most active support for sustainable development and food security. The practical significance is that the proposed change management implications in Agriculture 4.0 will allow accelerating sustainable development of the agrarian economy and strengthening food security in such regions of the world as E. Europe & C. Asia, LAC, and OECD. [ABSTRACT FROM AUTHOR]

The goal of this paper was to find the cause-and-effect links of change management, which are connected with the dissemination of AI, in the labour market and to build a SAP-LAP model to manage these changes in support of sustainable employment of the population. The paper is based on statistical data from 60 countries of the world for which Tortois provides statistical records in the sphere of dissemination of AI and the World Bank's data in the sphere of employment. The methods of correlation and regression analysis were used to provide the economic and mathematical explanation of the essence and character of the influence of changes in the sphere of AI on the sustainable employment of the population. The theoretical importance consists in the disclosure of the cause-and-effect links of change management that are connected with the dissemination of AI in the labour market. This opens new wide opportunities for high-precision planning and forecasting of change management. It was proven that the scenario of the population's employment in the conditions of dissemination of AI is preferable in the case of systemic and coordinated change management because it is non-contradictory and ensures the largest advantages for the sustainability of the population's employment. The main conclusion of the authors is that university management and state and corporate change management in the labour market in the conditions of dissemination of AI are not alternative ways and models, but mutually reinforcing directions for change management, which should be implemented systemically in the proposed SAP-LAP model. The uniqueness of this paper lies in proposing an original solution to the problem of ensuring the sustainability of the population's employment in the conditions of dissemination of AI, which is connected with the development of a SAP-LAP model of change management. The practical importance is as follows: the prepared SAP-LAP model helps raise the flexibility and effectiveness of change management in the activities of all management objects—universities, state regulators, and business structures. Due to this, the SAP-LAP model raises their adaptability to changes in the labour market and supports the growth of sustainability of the population's employment in the conditions of dissemination of AI in the Decade of Action. [ABSTRACT FROM AUTHOR]

The article dwells on the problem of determining the consequences of migration for the high-tech development of the economy of Russia and other CIS countries. The article aims to define the role of change management в labour and educational migration in the sustainable development of the high-tech economy. In the course of the study, economic and mathematical modelling of the impact of the incoming migration flow on the high-tech development of the economy is carried out using the regression analysis method based on statistics for 2021. As a result, the significant role of labour and educational migration in supporting the high-tech development of the economy of Russia and other CIS countries has been substantiated. The authors substantiate the disadvantages of the existing migration management model in Russia and other CIS countries related to the fact that this model creates an "institutional trap": It hinders the attraction of highly qualified personnel arriving as immigrants, the employment of immigrants in knowledge-intensive sectors and the retention of highly qualified personnel among educational migrants. To overcome the "institutional trap", a new—SAP-LAP—model of migration change management in Russia and other CIS countries has been proposed. The advantage of the developed SAP-LAP model is its allowing an increase in the flexibility of socioeconomic systems in Russia and other CIS countries. Due to this, more flexible change management of educational and labour migration is achieved, which allows for more thorough sorting of migration flows, filtering out unskilled personnel and attracting the most skilled personnel. The main feature of the new model is the attraction of highly qualified and talented young migrants from all over the CIS. The theoretical significance of the article lies in the fact that it clarified previously unknown positive consequences of migration for the high-tech development of the economy of Russia and other CIS countries. The practical significance consists in the improvement of the modern practice of regulating the incoming flow of educational and labour migration in Russia and other CIS countries in the interests of high-tech economic development in the Decade of Science and Technology. [ABSTRACT FROM AUTHOR]

The article attempts to overcome the lack of protectionism policy underlying the existing approach to managing sustainable business development, which is due to the fact that such a policy limits the influence of the external environment on business, as well as eliminates its incentives to adaptation and reduces business flexibility. The research methodology is based on the use of the method of regression analysis. Based on the representative international statistics by IMD and the UN for 2021 (60 countries), we use regression analysis to determine the dependence of the indicators of the sustainable development of the business—GDP and SDG 9—on the factors of protectionism and the use of Big Data and analytics based on AI. The reliability of the econometric modeling results is verified by determining their correspondence to the Gauss–Markov theorem. The key conclusion is that change management based on smart technologies contributes to sustainable business development, expressed in an increase in GDP and the result of SDG 9 implementation. The significance of the managerial aspect of the article is that, using the progressive methodology of SAP–LAP, we compile a SAP–LAP model of change management based on smart technologies for sustainable business development, which makes it possible to increase its flexibility and adaptability. The main result of this paper consists in the substantiation of the critical role of the flexibility of business as the main condition for its sustainable development. The paper's novelty lies in the development of a new approach to the management of the sustainable development of the business, which specific feature is change management based on smart technologies—which ensures increased flexibility of the business. The state economic policy implications are connected with the necessity to refuse protectionism in favor of the deregulation of markets to allow competition to create natural stimuli for the increase in the flexibility of business through change management. [ABSTRACT FROM AUTHOR]

Developing a Land Administration Domain Model (LADM) profile for a country is an important process. This enables sound management of land and facilitates complete Land Administration covering cadaster, registry, valuation, taxation and land use. By considering the current processes in that country, their legal or customary framework, an ideal model can be developed. Kenya has four requirements that were identified and addressed as key considerations. The ISO LADM packages and sub package were considered necessary, while most classes were adopted with additional attributes, code lists and multiplicities. Expert opinion on the model was solicited to inform and validate the model. The model presents a starting point for modernizing and completing the land administration process in Kenya. The modernization includes data exchange and interoperability, data and system integration, deployment model, workflows, capacity development and change management. [ABSTRACT FROM AUTHOR]

In the rapidly evolving field of artificial intelligence (AI) for radiology, with a plethora of vendor options and use-cases and evidence claims to sift through, the pressing question is how to effectively implement the right tool for enhanced patient care? This article presents a structured approach to AI deployment, drawing from a comprehensive case study in South West London. We underscore the necessity of forming a dedicated AI team with a clear vision and assertive leadership to navigate such complexities. Central to our discussion is the significance of crafting an AI implementation plan, with an overarching aim to augment patient care, promote operational efficiency, and lay down standardized protocols for seamless AI adoption. By presenting a blueprint for AI implementation within the National Health Service (NHS), we intend to demystify the process for radiology departments across the UK, enabling them to make informed decisions and empowering their staff to embrace and leverage AI responsibly ensuring that patient welfare remains at the heart of innovation. Thus, having a framework to follow when implementing an AI solution that addresses a vision for scalable adoption, core team members with diversity of skillset, staff engagement and education, plan for vendor selection, and change management is crucial for success. • A vision and roadmap for widespread artificial intelligence (AI) adoption is vital for implementation. • Change needs to happen at a human as well as technical level. • An 'AI implementation team' helps engage members and foster project ownership. • Monitoring the change and celebrating successes keeps team motivation. [ABSTRACT FROM AUTHOR]

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Companies employing an Engineer-to-Order (ETO) manufacturing strategy often develop, design and produce complex goods in single or small batches based on an individual customer order. The increased complexity caused by project business multiplies the engineering, cost, and change management efforts that are often required, resulting in lost productivity and more non-value-adding activities. To improve efficiency and reduce losses, ETO organizations strive to implement Lean practices and Industry 4.0 (I4.0) technologies, but the relevant literature in ETO industrial context is more exploratory and contains less empirical data. Building on the preliminary work categorizing the common losses in ETO organizations, the study examined how these can be reduced by Lean and I4.0 practices. Current literature was analyzed, and empirical data was collected using a survey questionnaire and semi-structured interviews with 16 companies from the construction, shipbuilding, and machinery and plant manufacturing industries. The scientific literature was compared with the empirical data to find out whether Lean methods and I4.0 technologies are known in research but not applied in practice and vice versa. As a result, there are several practices from both domains applied in practice to reduce losses, but the analyzed literature indicates few successful implementations. Future research should aim to provide more empirical data on the application of Lean and I4.0 practices to mitigate losses in companies with an ETO strategy and provide best practices and guidelines. [ABSTRACT FROM AUTHOR]

(1) Background: This research deals with an element of strategic management, namely corporate changes. It applies to production enterprises operating in the countries of the Visegrad Group. Since similar studies in the area of change management in the V4 environment are absent, we consider the research to be beneficial for the subject area. The aim of the paper is to identify key elements in change management that would contribute to improving the work of leaders. (2) Methods: We conducted the research on a sample of 318 manufacturing companies operating in V4 countries. We verified the obtained data using several tests, including Chi-square tests and Fisher's exact test or binomial test, through which we verified established research hypotheses. A multivariate analysis of variance (MANOVA) was also used, which made it possible to identify critical factors in the area of change management. (3) Results: Critical change management factors emerged from the research, and we also determined the preconditions for successful management of these initiatives. We consider the results significant for change management leaders. (4) We consider the findings to be a contribution to the given field of management, as similar studies are absent in it, which creates a gap in this field. [ABSTRACT FROM AUTHOR]