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Complaints can provide the health provider with vital information on its performance and can point towards areas for improvement. The purpose of this study was to undertake a retrospective study of all formal complaints in an eye hospital over a three‐year period in order to look at the complaint rate, demographics, their nature, how they were resolved and the lessons learned.

Complaints received were entered onto the complaints module of the DATIX database system. Formal patient complaints between April 2003 and March 2006 available on the DATIX database were analysed retrospectively.

The study found that there were total of 94 formal complaints out of 186,323 attendances at the hospital. The overall complaint rate was 5.09 per 10,000 attendances. 52(55.31 per cent) complaints were about rescheduling or cancellation of appointments. Complaints related to communication failure were 17(18.08 per cent) followed by clinical complaints, which totalled 13 (13.82 per cent). Four (4.25 per cent) complaints each under the category of amenities, administrative and waiting times were also recorded. The complaint rate for Outpatients Department was 1.5 per 10,000 attendances. The in‐patient ward had a complaint rate of 0.91 per 1000. The complaint rate for A&E department was 0.88 per 10,000 attendances. The operation theatre plus laser sessions had a complaint rate of 0.95 per 10,000. 79 (84.04 per cent) complaints were resolved at the first stage of local resolution. Complaints during the study period brought about two clinical changes in practice.

The use of complaints data as an important tool to learn from less satisfied patients is recommended. Comparing and sharing data on complaints between hospitals can help to highlight common deficient areas and can also be used to plan strategies.

The notion of social performance of the company (SPC) is a fundamental concept of the research on ethics of business and work on company-society relationships. The study raises several debates concerning SPC’s determinants. The purpose of this paper is to provide a framework of SPC along with its social and technological determinants. After identification of the determinants, the authors have searched through a managerial perspective to recognize the effects of these determinants on SPC.

Content analysis of 18 semi-structured interviews with the HR managers, and statistical analysis of data collected from Managers/HR Managers (n=250) working in private and public sector banks of Tunisia was undertaken. Structural equation modeling (SEM), has been used to test the hypotheses and statistically validate the proposed relationships. Data for the study were collected online.

Results indicate a strong interrelationship between SPC and its determinants. Such an interrelation aims to enrich the framework of analysis of the SPC by considering the action of social responsibility of the company, organizational commitment and managers’ characteristics on one hand, and human resources information system, the practices of knowledge management, and facilitating conditions for the use of the information and communication technologies on the other.

The study reconciles various perspectives in the SPC literature and presents a comprehensive model of SPC by identifying its determinants – social and technological, which could stimulate the SPC in Tunisian context.

Analyzes selected Canadian public libraries' holdings of young adult fiction with gay, lesbian, bisexual and/or transgender content published between 1998 and 2002 in order to measure access to such fiction and to determine whether any evidence of bias on the part of selectors exists. Identifies 35 titles published between 1998 and 2002, a slight decrease from the previous five‐year period. These titles attracted 34 percent fewer reviews per title as compared to a randomly selected control group of non‐lesbian/gay/bisexual/transgender fiction for teens (LGBT) titles. On average, in the nine Canadian public libraries studied, significantly fewer copies of each LGBT title were held, as compared to the list of control titles. Without further investigation, the paper could not conclude whether this difference constitutes evidence of significant bias on the part of selectors. However, the data do show that certain libraries are significantly more likely to purchase the control titles that the LGBT titles, and that access to these titles varies according to one's location in Canada.

The so‐called Denver connection should be today’s shining example of how to achieve health care quality and safety improvement through lasting evidence‐based collaborations led by health professionals. Instead, this 30 year old experiment is all but forgotten and the story of its demise is a tale of destructive corporate growth. Unfortunately, it bears prescient similarity to problems in health care restructuring today. We should question whether today’s business models, management performance, and accreditation mandates have set the right stage before we venture forth to act again. Unless we ensure a better environment in which to operate, today’s “new” approaches for improving quality and safety may be doomed to the same sad fate.

Boeing has been a pioneer in the utilization of strategic alliances with the Japanese in the design and production of aircraft. This strategy has been driven by the escalating costs of airframe and engine design and manufacture, and the significant competition of Airbus as well as domestic competitors in the global aircraft market. Boeing's alliances with Japan have worked well with several families of aircraft and appear to have produced a loyal customer; however, there have been sharp criticisms of Boeing for the closeness of its association with Japan. These criticisms have largely been aimed at the danger posed by unintentional and unavoidable transfer of aerospace technology. This paper examines the history of Boeing's Japanese coalitions, the benefits, and the dangers posed by Boeing's continued aerospace partnership with one of America's largest economic foes.

Carol O'Reilly is the Executive Vice President of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services. Her bank, East Side Bank, is one of the most productive in the U.S. In fact, it was named America's most efficient bank in 1998. This became a cornerstone of their marketing strategy and they fiercely protected their efficiency ratio. She received a visiting contingent of bankers from Finland. Their use of technology and online banking was far more developed than most U.S. banks. Yet they were not nearly as efficient as the top U.S. banks. They discovered on their visit, that their cross selling had suffered as their online capability advanced. The U.S. bank customer was more profitable because they used multiple bank services and were willing to pay higher fees for the personal contact. This case centers on the implications of this revelation to East Side Bank.

The primary subject matter of this case concerns the potential impact of the adoption of online banking to a commercial bank. Secondary issues include strategic decision making in the banking industry and a comparison of the impact of technology on banks in Finland and the U.S.

The case has a difficulty level of three, which makes it appropriate for a junior level course. The case is designed to be taught in ½ hours and requires about 3 hours of preparation. It is designed for use in Strategy, Marketing, Money and Banking, or International Business courses.

This study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability.

The authors use an exploratory, descriptive qualitative approach using the interactive qualitative analysis (IQA) method. IQA procedures and protocols were operationalized to get to Suzano's SV system. Primary data were collected through in-depth interviews. Content analyses were conducted with the support of Atlas.ti software.

The most relevant findings of this research are (1) Suzano developed a unique strategy to spread collaborative and innovation mindset throughout the organization called “innovability”; (2) Suzano's effort to understand local community's demands and a collaborative work raised the companies' profitability and enabled prosperity for the community; (3) the IQA procedures and protocols enabled the development of a Suzano's SV system, composed of nine elements and their relationships. They are purpose-driven leadership, materiality matrix, social welfare, profitability, ecosystem, business results, social results, impact and sustainable economic development, (4) purpose-driven leadership is the system's driver.

This study was limited to studying the implementation of the SV as a strategy to reconcile profitability and welfare. Despite the findings about the company's conflicts with local communities and the strategy with small family producers, other studies could evaluate the strategy of different stakeholders, such as the supply chain since Suzano is one of the leading companies of paper sales in Brazil.

By using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization.

The company adopts the three forms of SV -reconceiving products and markets, redefining productivity in the value chain and developing clusters with the local community-as strategies for sustainable and collaborative management. Suzano was led to get involved with the problems and conflicts' root causes. By doing so, the company unlocked innovation as a driver to achieve sustainable and responsible management. For them, innovation is in service of sustainability, creating innovability. Both concepts are part of the whole organization culture and practice. Innovability is Suzano's essence, and SV strategies are the means to scale it.

The originality of the paper relies on the method and techniques used to gather and analyze primary data, in which the unit of analysis (Suzano's SV strategy) was considered a system. Major findings were validated with research participants. By using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations.

The purpose of this paper is to examine the literature of CSR before and in the aftermath of the financial crisis in 2008. The aim of the research question is to map out the consequences upon CSR derived from the crisis and to derive new principles of future CSR models to come consistent with the consequences of the financial crisis, and to suggest new research as well as policy-making possibilities to highlight the importance and necessary survival of CSR as an instrument for sustainable and financial progress.

This paper uses a literature review of CSR prior to and after the financial crisis 2008, with an emphasis on academic papers published in peer-reviewed journals.

The findings of the paper reveal that post-crisis CSR-models do not articulate anything that has not been mentioned before; however, they do strengthen former values of CSR, but still lack an overall formula of how the financial sector can adopt CSR in the core of their businesses, and transparently display their products, and the risk adhering to them. The paper proposes a new Four-“E”-Principle that may guide new CSR-models to accomplish this deficit. See under “Originality”.

The paper calls for a discussion on ways in which governments and businesses can enhance social responsibility, though balancing the requirements of more engagement from businesses, as well as public sector companies in CSR. This paper suggests some instrumental mechanisms of how governments can engage, not only multinational companies, but also smaller companies, and other kinds of organizations acting on the market, to make them engage more in CSR.

The paper proposes a new Four-“E”-Principle to guide the development of new CSR-models based upon the core of Schwartz and Carroll's “Three-domain CSR-model”, which the Principle extends and revises to: Economy, L/Egal, Environment, and Ethics. This Principle disentangles the dialectic relationship between economic and social responsibility; takes financial products into consideration; refines the definitions of good stakeholder engagement without the illusions of corporate “Potemkinity”; and considers the benefit of replacing the semiotic meaning of the “C” in CSR from “corporate” to “capitalism's social responsibility” in order to extend the concept towards a broader range of market agents.

This paper aims to advance the literature by extending the empirical relation between a firm’s strategy and socially responsible value drivers (customer/employee relations) beyond firm performance to the impact on earnings persistence. Although existing research demonstrates that management’s effective implementation of a specific strategic orientation such as cost focus or product differentiation leads to better financial performance, no studies, to the authors’ knowledge, directly address the effect of strategic orientation on the persistence of earnings.

This paper utilized the evaluation of a firm’s focus on employee and customer relations through the rating provided by Kinder, Lydenberg and Domini. It uses linear regression analysis to identify statistically significant relations.

The findings demonstrate that simply focusing on socially responsible employee and customer relations alone does not result in higher earnings persistence. But rather, higher earnings persistence is associated with firms whose strategic orientation is aligned with the firm’s socially responsible value drivers. Additionally, we find that the capital market understands the importance of alignment between a firm’s strategy and its value drivers.

The analysis was based on a large-scale sample, and the authors concede that as a consequence of this decision, the results are based on indirect assessments of the firm’s actions rather than direct feedback from the firm. However, the authors believe the large-scale, external assessment that they use increases the generalizability of the results.

The results provide guidance to management and boards of directors regarding the critical nature of disclosure regarding firm strategy and corporate social responsibility (CSR) as well as inform financial statement users as to useful relations beyond the actual reported accounting numbers.

Existing research has explored the relation between CSR and improved financial performance, but no studies, to our knowledge, examine the relation a firm’s strategy and value drivers (customer/employee relations) has on earnings persistence. Earnings persistence is worthy of study, as it captures the non-transitory nature of earnings, which is a useful attribute for both internal and external users of financial reporting.

This year's survey focuses mainly on reference works published during 1979 and early 1980. However, to help maintain continuity with previous surveys, some especially noteworthy 1978 imprints are also included. Among a number of impressive new works which appeared in 1979 is The Encyclopedia of Southern History, from Louisiana State University Press. Twelve years in the making, this work fills a long‐felt need for an authoritative sourcebook on southern regional history. ABC‐Clio, publisher of the America: History and Life abstracting service, has made the vast literature on women and on the American and Canadian West more accessible with two new titles in its bibliography series. The two western encyclopedias reviewed provide topical summaries of the many contributions the West has made to American history, including the saga of the western gunfighter. In addition, biographies of American scientists and the explication of recent events in American history are offered by two new reference publications.