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Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

This study aims to develop and implement an initial framework for assessing progress in lean implementation within an higher education institution (HEI). It includes developing preliminary findings regarding the impacts of lean implementation in the HEI case organization and comparing outcomes from this assessment to outcomes from other published sources.

Existing literature on lean, particularly in an HEI context, was used to develop a preliminary lean assessment framework for HEIs. Quality and continuous improvement literature were also compared to the proposed assessment framework to further validate the approach. This assessment framework was then utilized to evaluate lean implementation at a large public university (LPU) in the U.S.

The paper presents the framework as well as the major findings from the Large Public University (LPU)’s assessment. The assessment findings are further compared to other HEI quality measures and lean assessments done in other industries. Overall, the findings suggest that the assessment framework provides valuable insight to HEI organizations implementing lean.

The research intends to support lean assessment standardization efforts by proposing a preliminary lean assessment framework for the HEI, grounded in research trends, research findings, identified gaps in the research, and case study outcomes. To the research team's knowledge, this is the first lean assessment framework proposed for HEIs and also contributes to research gaps related to service industry frameworks and those containing both practices and outcomes. The framework can be used by other researchers as a foundation for additional conceptual and empirical developments on the topic and by researchers and practitioners seeking to understand and assess lean implementation progress in the HEI.

This study demonstrates how becoming a high-reliability institution in health care is a priority, given the high-risk environment in which an error can result in harm. Literature conceptually supports the need for highly reliable health care facilities but does not show a comprehensive approach to operationalizing the concept into the daily workforce to support patients. The Veterans Health Administration closes the gap by documenting a case study that not only demonstrates specific actions and functions that create a high-reliability organization (HRO) for safety and improvement but also created a learning organization by spreading the knowledge to other facilities.

The authors instituted a methodology consisting of assessments, training and educational simulations to measure, establish and operationalize activities that identified and prevented harmful events. Visual communication boards were created to facilitate team huddles and discuss improvement ideas. Improvements were then measured and analyzed for purposeful outcomes and return on investment (ROI).

HRO can be operationalized successfully in health care systems. Measurable outcomes verified that psychological safety was achieved through the identification and participation of 3,184 process improvement projects over a five-year period, which yielded a US$2.8m ROI. Documented processes and activities were used for educational teachings, which were disseminated to other Veteran Affairs Medical Center’s through the Truman HRO Academy.

This case study is limited to one hospital in the Veterans Health Administration (VHA) network. As the VHA continues to deploy the methods outlined to other hospitals, the authors will perform incremental data collection and ongoing analysis for further validation of the HRO methods and operations. Hospitalists can adapt the methods in the case study for practical application in a health care setting outside of VHA. Although the model is rooted in health care, the methods may be adapted for use in other industries.

This case study overcomes the limitations within literature regarding operationalizing HRO by providing actual activities and demonstrations that can be implemented by other health care facilities.

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.

Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of “organizational DNA” to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called “social string,” which contains the “soft” interaction or communication among the organization's members, and a so-called “technical string,” which contains “hard” organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.

Supporting community college transfer students represents a critical strategy for broadening participation in STEM. In addition to being a racially diverse group, students who pursue STEM degrees by way of community college report frequent interests in graduate study and academic careers. Thus, supporting and expanding transfer students’ PhD interests can help to diversify the STEM professoriate. This study aims to identify the experiences that predict PhD interests among students who transferred into the computer science major from a community college.

Relying on longitudinal survey data from over 150 community college transfer students throughout their first year at their receiving four-year university, we used regression analysis to identify the post-transfer college experiences that predict early interest in PhDs.

We found that receiving information about PhDs from a professor strongly predicted PhD interest among transfer students. Relationships with other variables indicate that the provision of information about graduate school was more likely to occur for students who participated in undergraduate research experiences than for those participating in internships. Descriptive data document inequities in who has access to these types of experiences.

This paper provides new insight into how STEM departments can develop targeted efforts to ensure that information about PhD training is equitably available to all transfer students. Working to ensure that faculty equitably communicate with students about PhD opportunities may go a long way in countering potential deterrents among transfer students who may be interested in such pathways.

This study synthesises the self-determination theory (SDT), expectation-confirmation model (ECM), and protection motivation theory (PMT) to formulate an integrated theoretical framework that elucidates the process of shaping the intention to continue using facial recognition payment (FRP) under the conditional impact of perceived technology security.

Data from 667 Beijing Winter Olympics visitors with FRP experience were collected through an online survey and analysed using variance based-structural equation modelling (VB-SEM).

This study reveals that the intention to continue using FRP evolves through three key stages. Initially, in the expectation stage, the multidimensional concept of artificial autonomy (sensing, thought, and action), which is underpinned by self-determination, is pivotal, strongly influencing perceptions of service enhancement and fostering trust in FRP. Subsequently, the confirmation stage underscores the importance of perceived service enhancement and trust as vital drivers in maintaining FRP usage, while also contributing to subjective well-being. Crucially, perceived technology security emerges as a key moderating factor, enhancing positive perceptions and intentions towards FRP, thus influencing its sustained adoption.

This study stands out by revealing the nuanced interplay between artificial autonomy and user perceptions, particularly concerning service enhancement, technology security, and trust, as they influence well-being and the continued adoption of FRP. Robustly grounded in the integrated theoretical framework of SDT, ECM, and PMT, the study’s findings are critical for comprehending the core elements and specific drivers that promote sustained FRP use, especially as we consider its potential widespread implementation. Therefore, this study not only advances theoretical understanding but also offers practical guidance for optimising FRP deployment strategies in a rapidly evolving technological landscape.

While uncertainty has always been a feature of the healthcare environment, its pace and scope are rapidly increasing, fueled by myriad factors such as technological advancements, the threat and frequency of disruptive events, global economic developments, and increasing complexity. Contemporary healthcare organizations thus persistently face what is known as “deep uncertainty,” which obscures their ability to predict outcomes of strategic action and decision-making, presenting them with novel challenges and threatening their survival. Persistent, deep uncertainty challenges us to revisit and reconsider how we think about uncertainty and the strategic actions needed by organizations to thrive under these circumstances. Simply put, how can healthcare organizations thrive in the face of deeply uncertain environments? We argue that healthcare organizations need to employ both adaptive and creative strategic approaches in order to effectively meet patients' needs and capture value in the long-term future. The chapter concludes by offering two ways organizations can build the dynamic capabilities needed to employ such approaches.

Education for sustainability has become the mechanism for creating a pool of graduates who can understand, appreciate, practice and support the achievement of Sustainable Development Goals (SDGs). In a world with diverse cultures, demographics, political ideologies, etc. faster progress towards sustainable development needs increased use of digital technologies. Integration of digital technologies like artificial intelligence (AI), metaverse, visualisation techniques, cloud computing, Internet of Things (IoT), open data repositories, geographic information system (GIS), etc. with classroom teaching can build awareness, skills, attitudes and values among students in the journey towards sustainable development and scale up the efforts towards the goals.

In this chapter, the authors have tried to bring out a list of digital technologies and the way in which they can be used in classroom teaching to ensure education for sustainability. It may be noticed that there are watertight compartments between those who know the SDGs and those with proficiency in technology. What is also needed is integration between both silos for mapping the digital technologies with the appropriate SDGs. The teachers in the higher education system need more exposure to understand and implement this integration.