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Past research indicates that blacks are less trusting of physicians than are whites; yet, researchers have not examined within group differences in physician trust by religious denomination – an effort that is complicated by the high correlated nature of race and religion. To better understand black-white differences in physician trust, this chapter examines heterogeneity in trust levels among blacks associated with religious designations that distinguish Black Protestants from other ethnoreligious groups.

Using data from the 2002 and 2006 General Social Surveys, this study adopts an intersectional (i.e., race x religion) typology of religious denomination to understand the black-white gap in physician trust. Weighted multivariate linear regression is employed.

Black-white differences in physician trust are identified only when religious affiliation is considered but not when religious affiliation is omitted. Blacks who are affiliated with Black Protestant churches are more trusting than other religious groups, including Evangelical Protestants, Mainline Protestants, and blacks who are affiliated with other faiths.

This chapter indicates that there is more heterogeneity in trust levels among blacks than between blacks and whites. Moreover, the findings suggest that religion can play an important role in bridging the trust gap between blacks and the medical sciences.

This chapter provides both an introduction to the volume and a brief review of literature on education and other social factors and health beliefs in health care services.

Literature review.

The chapter argues for the importance of greater examination of education, other social factors, and health beliefs in the use of health care services.

Reviews the issues of education, social factors, and beliefs and previews this volume.

The purpose of the present study is to introduce the elements characterising the work context of high responsibility teams (HRTs) operating in high reliability contexts such as medicine or aviation. Based on these elements, the authors reflected on the function of teamwork in these contexts, which is strongly dominated by a notion of flexibility under complexity, based on the technical, normative, and governance dimensions of teamwork.

Problem‐centred interviews (n=11) based on semi‐structured guidelines were conducted. Subsequently, a survey was conducted using a questionnaire inventory in six different HRT work contexts (n=551).

The interviews and survey results show significant differences regarding, for example, hierarchy or stress posed on the HRTs. However, they also demonstrate relevant similarities regarding, for instance, dimensions of complexity occurring in the teamwork contexts. Both differences and similarities influence how the support systems of the teamwork dimensions should be set up.

The study provided an excellent overview of similar and differing characteristics of the work context of different HRTs. However, it represents six specific HRTs and might not be generalisable to teams in other high reliability organisations, such as in the energy sector.

It is recommended that the characteristics of work contexts in HRTs should be taken into account in order to set up support systems of teamwork dimensions that enable teams to transfer the prevalent safety discourse into safety practice.

The innovative approach, which combines qualitative and quantitative data, provided insights that can be used to support team functioning in the team's specific work context.

The purpose of this paper is to report a study of the role of internships for IT students and for the IT sector. The contribution of internships for career-readiness, and for the development of existing IT organisations and the creation of new ones is explored.

Surveys of interns and managers from host firms were conduced, followed by in-depth interviews with six interns and five organisations.

Internships are useful for increasing enterprise and employability skills and commercial awareness for IT students. IT organisations also benefit in that internships are used to recruit fresh talent. Findings regarding entrepreneurship were disappointing, with little reportage of ambitions to create new firms, nor awareness of the high likelihood of self-employed contractual work in the sector.

Implications for research include that self-employment and business ownership are not always “successful” entrepreneurial outcomes born of agency. This requires further study.

Development of opportunities for experiential, real-world learning for IT students is implied, as is increased educational focus on employability and enterprise skills to best advantage students for the realities of employment in IT. There is a strong suggestion that much more needs to be done in terms of encouraging entrepreneurship.

The paper reports the potentials of internships to interns and to organisations, and through combining these perspectives, provides comment on the utility of internships for the IT sector as a competitive, opportunity-rich global industry.

As adults and young adults have become increasingly active on social media, public libraries have incorporated social media alongside their more traditional services. However, libraries are faced with the challenging task of determining how to successfully engage with their users through social media. This chapter examines research literature from both social media and information studies to explore evidence-based results on providing popular information services and resources for adult and young adult users in social spaces. Key elements of social media use by libraries identified in this review include promotion of information resources and services, participation and engagement, social care, pastoral care, outreach, cocreation and motivation of users, advocacy and crowdsourcing, and measurement and assessment. Based on results from current research, best practices and assessment methods for social media are discussed which offer practical considerations for selecting social media platforms appropriate to a library’s mission, goals, and objectives, with examples relevant to a variety of social media platforms. The chapter also offers a review of social media platforms, practices, and assessment designed to inform librarians and library managers in decision-making about library social media efforts.

This paper aims to explore the introduction of teamwork in two health call centres, NHS Direct and NHS24, and intervenes in the emergent debate over teamwork in call centres. Although within the call centre work environment there is no obvious functional rationale for teamwork, teams can be “accounted for” with reference to other purposes, including performance management, normative control, governmentality and institutional isomorphism/management fads. This research provides additional explanations for the use of teamwork in such an adverse work environment.

The paper is based on qualitative data (interviews and non‐participant observations) from NHS Direct and NHS24, the English and Scottish tele‐nursing organisations in the UK.

In the two tele‐nursing case studies analysed, teamwork was introduced as an expression of managers' aspirations to emulate private sector practices and to reinforce new public management ideals. However, informal teamwork, which cut across organisationally prescribed forms, provided both emotional support and spontaneous knowledge sharing among nurses.

This is an innovative study because teamwork has not been thoroughly explored in a health call centre environment.

The article seeks to analyse and explore the contradictions and variations in the concepts “team” and “teamwork” and their use in the NSW, Australia, commercial cleaning industry.

The article utilises an ethnographic study of a large Australian cleaning firm. Data were collected using participant observation, field notes, and interviews with managers.

The study provides evidence for the limited uptake of the idealised form of teamwork in commercial cleaning and suggests that teamworking is another means of coordinating groups of workers. Furthermore, the findings support previous research into the paradox of teams without teamwork.

The research provides an insight into the largely neglected area of the reorganisation of work in commercial cleaning. It also provides a critique of the concept of teams and teamworking.

THE interval between the Library Association Conference and the printing of THE LIBRARY WORLD is too brief for more than a series of impressions of it. Comment is probably preferable in our pages to mere record. The Association is publishing in the next few weeks all the papers that were read and, as we hope, the substance at least of the unwritten contributions. In this second particular reports in recent years have been lacking. A report that merely states that “Mr. Smith seconded the vote of thanks” is so much waste of paper and interests no one but Mr. Smith. If Mr. Smith, however, said anything we should know what it was he said. What we may say is that the Conference was worthy of the centenary we were celebrating. The attendance, over two thousand, was the largest on record, and there has not been so large a gathering of overseas librarians and educationists since the jubilee meeting of the Library Association at Edinburgh in 1927. So much was this so that the meeting took upon it a certain international aspect, as at least one of the non‐librarian speakers told its members, adding that it was apparently a library league of nations of the friendliest character. It followed that an unusual, but quite agreeable, part of each general session was devoted to speeches of congratulation and good‐will from the foreign delegates. All, with the possible exception of the United States, dwelt upon the debt of their countries in library matters to the English Public Libraries Acts and their consequences. Even Dr. Evans, in a very pleasant speech, showed that he had reached some tentative conclusions about English librarianship.

This paper aims to examine the practice of teamwork in an under‐researched, yet growing industrial setting.

Longitudinal ethnographic‐styled methods of data collection were used and data was examined using the Team Dimensions Model.

The findings suggest the Team Dimensions Model, with the addition of a customer service perspective, is of use for identifying managerial objectives and organisational outcomes of teamwork. However, this does not suggest that teamworking is easy to implement in the hospitality setting.

The findings were obtained using unobtrusive participatory and observational methods and based on a single company.

The paper allows management practitioners to reflect on realities of implementing teamworking under a corporate customer service initiative.

The paper takes an existing theory on teamworking and develops the theory in an under‐researched and growing industrial sector.