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The purpose of this paper is to report an evaluation of a leading-with-compassion recognition scheme and to present a new framework for compassion derived from the data.

Qualitative semi-structured interviews, a focus group and thematic data analysis. Content analysis of 1,500 nominations of compassionate acts.

The scheme highlighted that compassion towards staff and patients was important. Links to the wider well-being strategies of some of the ten organisations involved were unclear. Awareness of the scheme varied and it was introduced in different ways. Tensions included the extent to which compassion should be expected as part of normal practice and whether recognition was required, association of the scheme with the term leadership, and the risk of portraying compassion as something separate, rather than an integral part of the culture. A novel model of compassion was developed from the analysis of 1,500 nominations.

The number of respondents in the evaluation phase was relatively low. The model of compassion contributes to the developing knowledge base in this area.

The model of compassion can be used to demonstrate what compassion “looks like”, and what is expected of staff to work compassionately.

A unique model of compassion derived directly from descriptions of compassionate acts which identifies the impact of compassion on staff.

While Gutenberg's invention is likely to endure for some time, it is indisputable that the prominence of print is diminishing. The recently published Mellon report University Libraries and Scholarly Communication highlights the symbiosis between the humanities and the print medium. It maintains that electronic media will ultimately change the nature of the humanities and spawn a new kind of discourse with fundamentally different features. The report asserts that the shift from print to electronic media, which began in the late twentieth century, will have widespread consequences on the intellectual experience of modern society, reaching beyond print and libraries.

Australian agriculture is facing increasingly uncertain weather patterns which is impacting financial performance, exacerbated by worsening terms of trade and a decline in commodity prices. Increasing the resilience and adaptive capacity of the primary production sector is of key importance. Governments and farmer groups often depict technology adoption as the salvation of farming, frequently ignoring the importance of decision-making processes and soft information skills and needs. The purpose of this study is to explore farmer decision-making and resilience and, in doing so, address ongoing challenges with soft information, including the inaccessibility of accounting data and a lack of awareness of its formal role in strategic decisions.

Drawing on a strategic choice perspective, we explore the links between farmer characteristics, attitudes, technology orientation, decision-making and financial performance to investigate how accounting data and tools could better support growers’ adaptive capacity. Detailed on-farm interviews were conducted with 25 grape growers across the Riverland in South Australia, with information thematically and descriptively analysed.

Results show that farmers with low operating profit margins spend double the time making decisions and struggle with minimising variable costs, especially water costs. Lower profit growers were also less likely to perceive climate change as a threat and demonstrated lower resilience.

The results highlight the potential for accountants to make more use of data-driven technological advances and for this information to be used to enhance on-farm strategic decision-making and support innovative business models. Simply packaged biophysical and financial data could also support strategic decisions and adaptation of farmers struggling to make a profit.

The purpose of this paper is to fill a current gap in the literature, through the development of theory concerned with changes that occur over time to the functions and importance of the brand name element of a branded entity.

An initial theoretical conceptualisation was developed from the existing literature. Study participants whose behaviour was found not to conform to this initial conceptualisation were included in subsequent research to obtain greater understanding. The study method used was a series of interviews, with the obtained qualitative data analysed using template analysis. This resulted in the development of a revised theoretical conceptualisation.

Various functions of the brand name element, identified as connotation, denotation, linking and branded entity constancy, are ongoing important providers of brand equity to some consumers for established branded entities. This challenges a position obtained from existing literature that the brand name element of an established branded entity becomes of minimal importance over time.

Value-generating functions of the brand name element that persist over time were identified, leading to the development of a theoretical conceptualisation of the change in the importance of brand name equity over time.

This article categorizes organization development (OD) approaches to change management into three categories and explains their differences and when each might be most appropriate. It focuses on the differences between two different change strategies that utilize the same methods and are associated with a Dialogic OD mindset: high engagement and generative. The generative change strategy is the newest and least discussed in the change literature. The article endeavors to alert practitioners and researchers to important differences that make the generative change strategy the most rapid and transformational catalyst for change of the three.

Descriptions of the high engagement and generative change strategies are followed by brief case examples. The differences in roles and activities of leaders (sponsors), change agents and those affected by the change are identified. Propositions about when each strategy is appropriate are offered.

The rate and depth of change produced by generative change is beyond what change professionals normally aspire to. High engagement strategies appear to be the most common form of dialogic organizational consulting. It is probably not coincidental that managerial control is retained while engaging the targets of change in participating on some aspect of change planning and solution finding. Generative strategies that lead to rapid transformations are based on complexity science, so are more agile, emergent and self-organizing, and thus less managerial control. A generative strategy is of limited value when high levels of interdependence or large capital outlays require central coordination of change. In such cases, high engagement is a better choice.

The authors believe this is the first article to identify the differences between high engagement and generative strategies utilized by Dialogic OD practitioners using large group interventions and propose when each may be the most appropriate. Additionally, the generative change model provides a new lens for creating a path to the agile organization.