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The purpose of this paper is to revive interest in the question, never definitively answered, which Stephen Watson raised in the title of his 2000 paper, “Why is it that…
The purpose of this paper is to revive interest in the question, never definitively answered, which Stephen Watson raised in the title of his 2000 paper, “Why is it that management academics rarely advise on their own institutions?” It is argued that finding the answer to the question would not only be interesting in and of itself but could also lead to valuable contributions to the theory of the learning organization.
Inspired by Watson’s original paper and a new interview the authors made with him in 2017, this paper discusses the possible explanations for why management academics rarely advise on their own institutions and sets out an agenda for future research.
The authors suggest a simple three-way categorization of the nine hypotheses identified by Watson (2000), grouping them by the themes of management knowledge, motivation of higher education institution (HEI) managers and incentives for academics to engage. This study proposes an integrated framework to illustrate how these three categories of hypotheses are connected and can jointly explain the observed phenomenon. The study provides theoretical underpinnings for the most promising hypotheses and suggests an agenda for future research, emphasizing the potential of such research to contribute to the learning organization field.
This paper should not be interpreted primarily as an attempt to provide support for any particular hypothesis. Rather, the principal aim of the authors is to sketch out a future research agenda and inspire others to contribute empirical evidence that can help shed light on the paradox of why management academics rarely advise on their own institutions.
The theoretical contribution of this paper is to revive the important research topic of “why management academics do not seem to be widely engaged in advising university managers” (Watson, 2000, p. 99) and to introduce a research agenda that can help realize the potential contribution of this topic to the learning organization literature. The practical contribution is to re-address the difficulties of HEIs in becoming full-fledged “learning organizations” and to suggest that HEI managers re-examine the possibilities for using hitherto untapped internal expertise.
“Corporate planning” is the term which, perhaps more than any other, epitomises the adoption of business management techniques by the public sector. In Britain, with…
“Corporate planning” is the term which, perhaps more than any other, epitomises the adoption of business management techniques by the public sector. In Britain, with massive local government reorganisation in 1974, many librarians were forced to come to terms with such techniques whether they liked it or not. Of course, in its purest sense corporate planning applies to the combined operation of an entire organisation be it local authority, university, government department or industrial firm. However, in this paper I do not intend discussing “the grand design” whereby the library is merely a component part of a greater body. Rather, it is my intention to view the library as the corporate body. It is a perfectly possible and very useful exercise to apply the principles of corporate planning, and the management techniques involved, to the running of a library or group of libraries. Indeed, many librarians have already done this either independently or as their part in the corporate plan of their parent organisation.
The medical consultation is one of the requirements in diseases diagnosis and patient treatment. In addition, a high-quality consultation is a fundamental demand of…
The medical consultation is one of the requirements in diseases diagnosis and patient treatment. In addition, a high-quality consultation is a fundamental demand of patients, and it is one of the rights of every patient. The purpose of this paper is to identify factors affecting the high-quality consultation in medical communications.
The following electronic databases were searched: MEDLINE (via PubMed), Web of Science, Cochrane, EMBASE, Scopus and ProQuest until December 2018. In addition, the authors searched Google Scholar. Qualitative and quantitative studies were assessed using the Critical Appraisal Skills Programme, Qualitative Checklist and the Center for Evidence-Based Management appraisal checklist, respectively. A stepwise approach was conducted for data synthesis.
Of 3,826 identified studies, 29 met the full inclusion criteria. Overall, after quality assessment of studies, 25 studies were included. The studies were conducted in the USA (n=6), the UK (n=6), the Netherlands (n=4), Canada (n=2), Belgium (n=2), Poland (n=2), Germany (n=1), Iran (n=1), Finland (n=1), Austria (n=1), Qatar (n=1), Denmark (n=1) and China (n=1), and five studies were excluded. Data synthesis showed that high-quality consultation consisted of three main categories: structural (4 main themes with 26 sub-themes), process (2 main themes with 33 sub-themes) and outcome (3 main themes with 12 sub-themes) quality.
Using the indicators of consultation quality improvement can develop physicians’ clinical competence and skills. Decision makers can use them to monitor and evaluate physicians’ performance. A high-quality consultation can be useful in social prescribing that helps patients to manage their disease.