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Multidimensional fit (MDF) has been coined as “elusive” and relevant to an individual’s social identity and self-concept, unfolding over time as individuals assess their fit relative to Person-Organization, Person-Vocation, Person-Job, and Person-Team Fit. In this chapter, the literature as it relates to the refugee employment journey, MDF, and HRM practices that facilitate or inhibit MDF is reviewed. Furthermore, in this study, the process-oriented view of the refuge path highlights the complexity of their experience, noting an array of antecedents as they relate to country, host country and individual differences, interventions through NGOs, refugee resettlement agencies, and organizations, as well as the less explored entrepreneurial path. These diverse paths and the process of finding fit, and the obstacles refugees face, are viewed through the lens of shocks and reassessment of MDF throughout their journey. Finally, the study’s outcomes illustrate individual wellbeing factors, organizational level benefits, as well as community level benefits to MDF.

This chapter explores the impact of delivering culturally community family therapy with strength-based strategies, to transgenerational Black Haitian families living in Haiti and the Dominican Republic following the 2010 earthquake. A series of workshop intervention over several years, which were co-facilitated by community pastors and leaders provided a cultural-based intervention drawing on Black British and Caribbean culture, Haitian culture, Christian spiritual belief systems, in conjunction with some bi-cultural attachment and systemic methods and techniques. Community feedback through testimonies contributed to evaluation and outcomes in developing new strategies to manage stress, and family conflict and distress, together with developing new strategies in sharing a vision for the future across the community.

This chapter focuses on the concept integration and its wider meaning in the context of refugees and internally displaced people across the globe. The purpose of this volume is to highlight the various interventions used to integrate refugees and the efforts implemented by the non-governmental organizations and local governments toward achieving an optimal level of integration with host communities. Using case studies and other empirical research, this volume presents a broad and in-depth overview of the various methods implemented to integrate the refugees into the society. This chapter provides an overview to this volume and establishes a framework for a better understanding of the nature of integration. It also reveals the complexity of the perception-practice dynamic and the multifaceted factors, which influence the various levels of integration.

Vertical and horizontal integration has transformed the organization and delivery of health services, with hundreds of systems or networks providing a range of services to regional populations by the late 1990s. The advantages and disadvantages of vertical integration are well known in other industries, with most strategists suggesting that it is inherently less competitive than virtual and other arrangements. This paper explores the advantages of conjoining integrated delivery systems (IDSs) with integrated delivery networks (IDNs). An historical overview of health delivery organization integration illustrates how three external forces — managed care penetration and competitiveness, legislative and reform activity, and anti-trust issues — have determined the various forms of integrated delivery organizations (IDOs). Empirical research comparing the financial performance of hospitals in system versus network organizations generally favors systems over networks. A strategic stakeholder analysis of both IDN and IDS forms of organizations identifies key stakeholders and their interests; classifies the relationships of these stakeholders with the IDO; and assesses the extent to which the array of stakeholder relationships create a benevolent or hostile environment for the IDO. This strategic analysis indicates that networks have more benevolent stakeholder relationships than systems. We discuss the environmental conditions favoring, and the managerial challenges facing, IDOs that embody both systems and networks.