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The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.

There are longstanding concerns about the sustainability of the US health care system. Payment reform has been seen over the last decade as a key strategy to reorienting the US health care system around value. Alternative payment models (APMs) that seek to accomplish this goal have become increasingly prevalent in the US, yet there is a perception that physicians are resistant to their use and that organizations have been slow to adopt such models. The reasons for the limited effectiveness of APM programs are multifactorial and include aspects related to the design and implementation of these programs and lack of alignment and coordination across different payers and health care sectors. Most importantly, however, is that the current organizational structures in US health care serve to dampen the direct impact of these incentives, often because health care delivery organizations face conflicting incentives themselves. Organizations filter and refine the incentives from multiple external payment contracts and develop internal incentive systems that best reflect the amalgamation of the incentives embedded across their contracts, and thus the fragmented nature of the US health care system serves to undermine efforts to transform care under value-based contracts. In addition to organizations having conflicting incentives, there also are fundamental problems with the design and implementation of APMs that hinder their acceptance among physicians and the organizations in which they work. Moreover, much remains to be learned about how organizations can best adapt to succeed under these models, and how organizational culture can be leveraged to transform care.

The question has been recently raised as to how far the operation of the Sale of Food and Drugs Acts of 1875, 1879, and 1899, and the Margarine Act, 1887, is affected by the Act 29 Charles II., cap. 7, “for the better observation of the Lord's Day, commonly called Sunday.” At first sight it would seem a palpable absurdity to suppose that a man could escape the penalties of one offence because he has committed another breach of the law at the same time, and in this respect law and common‐sense are, broadly speaking, in agreement; yet there are one or two cases in which at least some show of argument can be brought forward in favour of the opposite contention.

This chapter describes how higher education professionals and college students can use social networking sites and technology to manage their careers. Individuals can expect to change careers several times in a lifetime making the importance and role of social networks past and present central to the career management process. The way individuals communicate and interact through the use of social networking sites for the purpose of career development is discussed. The role of social networking sites in exploring career options, learning, making connections, searching for jobs, developing professionally, making decisions, and maintaining a professional image online is examined. A model is presented on using social networking sites to gather information and feedback during the career management process. Scenarios and examples are provided from higher educational professionals, hiring managers, college students, job seekers, and career changers. The chapter envisions the future of career management specific to higher education and addresses how higher education career advisors can respond to social networking sites and technology.

Analysis of organizational decline has become central to the study of economy and society. Further advances in this area may fail however, because two major literatures on the topic remain disintegrated and because both lack a sophisticated account of how social structure and interdependencies among organizations affect decline. This paper develops a perspective which tries to overcome these problems. The perspective explains decline through an understanding of how social ties and resource dependencies among firms affect market structure and the resulting behavior of firms within it. Evidence is furnished that supports the assumptions of the perspective and provides a basis for specifying propositions about the effect of network structure on organizational survival. I conclude by discussing the perspective’s implications for organizational theory and economic sociology.

Little is known about temporal trends in the intensification of work in America, or its determinants. This study analyzed two representative samples of the American labor force, and found that the pace of work increased significantly between 1977 and 1997. In a decomposition analysis, two-thirds of the increase in work intensification was attributable to objective economic changes, in particular job complexity and the length of work schedules. Future research should further explore the role of technology in quickening the pace of work, but not ignore the possibility that the demands of family life also affect perceptions of work intensification.

The Departmental Committee appointed in June, 1924, to inquire into the question as to whether and to what extent the practice of treating flour with chemical substances is objectionable on grounds of health and whether it is desirable that the practice should be prohibited or restricted, have issued their report. The Committee observe :—

The purpose of this study is to explore the experiences of parents who have full professorial positions (in faculties of engineering and nursing) in universities in Ontario, Canada, with a particular focus on the ways in which gender shapes professors' parenting experiences.

We employ a case study methodology involving quantitative and qualitative data collected from a survey emailed to full professors in Ontario.

Data from the study reveal that numerous strategies, resources (e.g. informal social support networks, supportive partners) and institutional supports (i.e. pausing the tenure clock after child birth) are required to assist academics to meet the extensive demands of their positions, while they perform caregiving responsibilities for their children.

The protected ground of family status is inconsistently applied in Canadian human rights policy, considerably reducing its transformative potential. Yet, while family status gains greater recognition in rights-based practice, we argue that it be added to forthcoming institutional equity, diversity and inclusion (EDI) action plans across post-secondary institutions to better ensure equity for mothers who shoulder significant paid and unpaid work responsibilities.

While there is literature on parenting in academia, family status is rarely featured as an intersection of interest in EDI research. This article aims to fill this gap.

Analysis of organizational decline has become central to the study of economy and society. Further advances in this area may fail however, because two major literatures on the topic remain disintegrated and because both lack a sophisticated account of how social structure and interdependencies among organizations affect decline. This paper develops a perspective which tries to overcome these problems. The perspective explains decline through an understanding of how social ties and resource dependencies among firms affect market structure and the resulting behavior of firms within it. Evidence is furnished that supports the assumptions of the perspective and provides a basis for specifying propositions about the effect of network structure on organizational survival. I conclude by discussing the perspective's implications for organizational theory and economic sociology.

This chapter attempts to explain why the community of scholars at Stanford University generated an unparalleled amount of highly influential theory and research on organizations in the last three decades of the 20th century.¹