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The purpose of this study was to identify the priorities for evaluation and development using the perceptions of a sample of participants in clinical audit in Scotland. Semi‐structured interviews were held in four health board areas. The study indicated that the priorities for evaluation were: 1) the validity of the measures used in audit; 2) communications — both top‐down, bottom‐up, and across units and professions; 3) the systematic approach to planning programmes and projects; 4) implementation of change; 5) showing the improvement in patient care by closing the audit loop.

Presents a study which investigates how it was planned to implement guidelines from the Scottish intercollegiate guidelines network (SIGN). The study aimed to describe the activity in planning the implementation of SIGN guidelines in Scottish Health Service Trusts in 1996, and to provide a baseline for evaluation. A postal questionnaire was sent to the Clinical Audit lead person in 46 Scottish Health Service Trusts. The response rate after two reminders ranged from 60‐72 per cent across different categories of Trust. The questionnaire asked for plans to implement individual guidelines, adaptation, professions involved, timeframes, dissemination, and evaluation methods. Reveals that local consensus was the main factor in deciding priorities. Most Trusts wished to see other local versions of guidelines produced, and to evaluate implementation collaboratively. Most expected to have reviewed baseline practice before implementation.

The aim of this project was to compare the intentions with reported action of health Trusts in Scotland to prioritise and implement published SIGN clinical guidelines. All health Trusts in Scotland were asked about plans for implementation, and resurveyed 15‐18 months later for confirmation. Specific guideline implementation groups led by medical doctors were the most common implementation structure. Implementation usually consisted of baseline audit, development of a local version, and reaudit. In one case a successful link between acute and primary care through an area level GP audit facilitator was thought to increase implementation. More research is required to: find out what influences the ability of an organisation to implement guidelines; identify particular facilitating factors or barriers; and on factors influencing the ability of a health organisation to implement guidelines.

Presents a study which investigates how it was planned to implement guidelines from the Scottish Intercollegiate Guidelines Network (SIGN). The study aimed to describe the activity in planning the implementation of SIGN guidelines in Scottish Health Service Trusts in 1996, and to provide a baseline for evaluation. A postal questionnaire was sent to the Clinical Audit lead person in 46 Scottish Health Service Trusts. The response rate after two reminders ranged from 60‐72 per cent across different categories of Trust. The questionnaire asked for plans to implement individual guidelines, adaptation, professions involved, timeframes, dissemination, and evaluation methods. Reveals that local consensus was the main factor in deciding priorities. Most Trusts wished to see other local versions of guidelines produced, and to evaluate implementation collaboratively. Most expected to have reviewed baseline practice before implementation.

Contact centers (CCs) are one of the main touch points of customers in an organization. They form one of the inputs to customer relationship management (CRM) to enable an organization to efficiently resolve customer queries. CCs have an important impact on customer satisfaction and are a strategic asset for CRM systems. The purpose of this paper is to review the current literature on CCs and identify their shortcomings to be addressed in the current digital age.

The current literature on CCs can be classified into the analytical and the managerial aspects of CCs. In the former, data mining, text mining, and voice recognition techniques are discussed, and in the latter, staff training, CC performance, and outsourced CCs are discussed.

With the growth of information and communication technologies, the information that CCs must handle both in terms of type and volume, has changed. To deal with such changes, CCs need to evolve in terms of their operation and public relations. The authors present a state-of-the-art review of the challenges in identifying the gaps in order to have the next generation of CCs. Lack of an interactive CC and lack of data integrity for CCs are highlighted as important issues that need to be dealt with properly by CCs.

As far as the authors know, this is the first paper that reviews CCs’ literature by providing the comprehensive survey, critical evaluation, and future research.

All the ingredients required to produce highly profitable illicit drugs can be found in Latin America. Ecuador, Peru and Bolivia provide the coca plantations and chemicals come from Brazil. The powerful organisations and their laboratories are in Colombia. In the narcotics context, there is not a great difference between countries: practically all the countries of Latin America are involved in some way, in some scale. Each country participates with its specific contribution: from production, to transformation, to processing and, finally, distribution. Latin America is a melting pot for organisations such as the cartels, Italian and US mafia, Lebanese and Nigerian syndicates and even newcomers from eastern Europe.

The purpose of this paper is to present a case study of the Heathrow Terminal 5 project and to illustrate a customised application of the Balanced Scorecard in a major infrastructure project with multiple stakeholders.

The research methodology applied in this work was based on the case study methodology. The focus was on “how” questions and exploratory analysis of primary and secondary data supported in‐depth interviews with members from both the project team and suppliers.

The application of the concept of the Balanced Scorecard by Kaplan and Norton in project management is less frequent in comparison with operations management. The study has established a proven application of the Balanced Scorecard in managing quality in a major infrastructure project.

For practitioners of major projects the paper gives implications for implementing the theoretical and customising requirements of the Balanced Scorecard involving key stakeholders.

The paper illustrates that metrics can be customised for major projects within the framework of the Kaplan and Norton Balanced Scorecard and that suppliers should be empowered to own the monitoring and improvement process using their performance data.

The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.

The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.

This case can be used to teach either corporate governance or turnarounds.

Students will learn:

• How control of shareholder voting rights by a founding executive can undermine corporate governance

• The importance of independent directors and board committees

• How company bylaws affect corporate governance

• How to recognize and respond to early signs of stagnation

• How to avoid management actions that can make a crisis worse

• How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

How control of shareholder voting rights by a founding executive can undermine corporate governance

The importance of independent directors and board committees

How company bylaws affect corporate governance

How to recognize and respond to early signs of stagnation

How to avoid management actions that can make a crisis worse

How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization