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Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Patient satisfaction surveys are increasingly used to assess the quality of health care delivery. Unfortunately, survey non‐response may compromise generalizability (and inferential value). Although prior studies demonstrate an association between patient socio‐demographic variables and response rate, relatively little information is available linking personality factors to non‐response. This paper's purpose is to define outpatient satisfaction survey non‐responder personality characteristics.

Minnesota Multiphasic Personality Inventory profiles of patients who completed an outpatient satisfaction survey were compared with non‐responder profiles. Multivariate analysis was used to adjust for demographic and personality covariates. The study sample included 1,862 medical outpatients who were sent a satisfaction survey and Minnesota Multiphasic Personality Inventory results on record at this institution. Of these, 1,255 were survey responders and 607 were non‐responders.

Scores on three Minnesota Multiphasic Personality Inventory scales were significantly correlated with non‐response: higher scores on scales 4 – Psychopathic deviate (Pd) and 8 – Schizophrenia (Sc) predicted an increased likelihood of non‐response (odds ratio [OR], 1.02; p≤0.05 for both), and higher scores on 7 – Psychasthenia (Pt) were associated with a decreased likelihood of non‐response (OR, 0.98; p≤0.01).

Prior investigations demonstrate an association between patient socio‐demographic factors and survey non‐response. This paper uniquely highlights patient personality characteristics' contribution to non‐response. This information is an important consideration for patient satisfaction survey design, administration and interpretation.

Rural theology is explained here as a form of practical theology that seeks to interpret the rural context in the light of the central themes of Christian theology and vice versa. If Christian theology can be understood as concerning belief in God and the understanding of human relationships with God, the created order, and each other in the light of that belief, rural theology expresses that in the light of the lived experience in a rural context, which for these purposes is the daily bulletin from Ambridge. The author draws on his experience of teaching in the Cambridge Theological Federation to reflect on three recent examples: the recent changes at Brookfield in response to the perennial issue of the milk price lead us to ask who benefits from the production of higher quality food; the care for the land and Adam Macy’s reforms at Home Farm point us to issues about sustainability and responsibility; and the cohesion of a community with shared values and its treatment of Rob Titchener asks questions about the limits of inclusion. As with much practical theology, the outcome of the reflection is in ethical action and some further ethical questions, which, as the example of Jim Lloyd’s philosophical conversations with Alan Franks illustrate, are not the monopoly of the Church.

Groups often perpetuate conflict by developing and enforcing hostile, dehumanized, and objectified images of the “other” with whom they intentionally engage in conflict. The thesis of this article is that if the double hermeneutics of identity “framing processes” (Lewicki, Gray, & Elliot, 2003) drive the dehumanization of the excluded or enemy other, then these same processes can be a factor in the social reconstruction of another's humanity. Specifically, a model of identity affirmation is posited that can ideally challenge and change the dominant discourses and narratives that go into the in-group's social construction of a dehumanized out-group. As such, the process of identity affirmation is designed to be used to rehumanize a once ethnic, excluded, or even enemy “other.” This model was inspired by, and is applied to, a brief case study outlined in the essay involving the Onondaga Sheriff's Department headquartered in Syracuse, New York, and the Onondaga Indians who are part of the Iroquois Confederacy.

Business‐to‐business (B2B) manufacturing firms increasingly integrate services into their product portfolios under the same brand umbrella. This article aims to develop a conceptual model of the drivers of success for such B2B product‐to‐service brand extensions.

The research considers the drivers of product‐to‐service brand extensions success from an organizational buying behavior, branding, and service‐dominant logic (SDL) perspective.

In their product‐to‐service brand extensions, B2B firms are more likely to attain success if they have well‐regarded brand reputations, relevant service competencies, and strong buyer‐seller relationships. In addition, shared innovativeness, an ability to enhance utility and/or create transaction efficiencies, and effective marketing support are proposed to positively affect brand extension success.

Future studies need to test the proposed model.

The propositions encourage managers to develop product‐to‐service brand extensions according to their ability to add customer value and reduce risk rather than on the basis of the perceived fit between the service extension and the existing brand name.

Relatively few existing studies consider brand extension success, and virtually none of them address product‐to‐service brand extension success in a B2B context.

Electronic support of internal supply chains for direct or production goods has been a major element during the implementation of enterprise resource planning (ERP) systems that has taken place since the late 1980s. However, supply chains to indirect material suppliers were not usually included due to low transaction volumes, low product values and low strategic importance of these goods. Dedicated information systems for streamlining indirect goods supply chains have emerged since the late 1990s and subsequently have faced a broad diffusion in practice. The concept of these e‐procurement solutions has also been described broadly in the literature. However, studies on how companies use these e‐procurement solutions and what factors are critical to their implementation are only emerging. This research aims to explore the introduction of e‐procurement systems and their contribution to the management of indirect goods supply chain.

Chooses a two‐part qualitative approach. First, summarizes the results of a benchmarking study that was conducted by a consortium of 12 multinational companies. During the benchmarking process 120 questionnaires were distributed, ten phone‐based interviews were conducted, and finally five successful practice companies were selected and analyzed in detail. Second, draws together the success factors identified in the benchmarking study and maps them against the successful practice companies.

Although e‐procurement has substantially streamlined the procurement and coordination processes for indirect goods, many companies operate multiple e‐procurement solutions. For integrated procurement solutions, the paper recognizes the need of an overall procurement strategy and organization, an alignment of various e‐procurement solutions along the procurement process and the need for integrated system architectures. Companies also have to realize that a no standardized e‐procurement solutions exists and that important success factors are “non‐technical” in nature.

This paper presents a first step towards a systematic analysis of factors that may guide companies in the implementation of e‐procurement solutions. Besides providing a direct contribution to the project work in companies it may stimulate further research in e‐procurement success factors.