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This study aims to develop a research agenda for the advancement of theory application in practical contexts by presenting a case study of the Engagement in Plastic-free Innovation for Change (EPIC) programme delivered by Plastic Oceans Australasia (POA).

EPIC is a behaviour change programme by POA that aims to reduce single-use plastic (SUP) consumption in workplaces. The study evaluates the programme’s impact on employee perceptions and actual behaviour through pre- and post-programme data collection in two Australian workplaces. Data was gathered via online surveys and waste audits and analysed using SPSS statistics and Excel.

The case study highlights the need for theory application in programme evaluation instruments. Theory was not used in the programme evaluation tool, and theory could not be mapped onto the tool retroactively. The data from the present study showed mixed results. Data from Workplaces 1 and 2 indicated that EPIC successfully improved three out of seven employee perceptions of SUP reduction efforts. However, individual workplace data showed that EPIC only improved one out of seven perceptions in Workplace 1 and three out of seven perceptions in Workplace 2. Surprisingly, Workplace 1 observed a decrease in plastic waste after the programme, while Workplace 2 saw an increase. Without the clear integration of theory, it is difficult to pinpoint areas for improvement. It is, however, posited that COVID-19 restrictions on people attending their workplaces and low survey response rates may have contributed to these unexpected results.

The present study highlights key improvements that can be made to evaluations of voluntary behaviour change programmes. Careful evaluation of behaviour change programmes is key to improving programme effectiveness. Practitioners will find the suggested improvements from this study helpful in developing and refining voluntary behaviour change programme evaluations.

This is one of the first studies to evaluate the impacts of a voluntary behaviour change programme aimed at reducing SUPs in the workplace. It also adds to the limited literature on voluntary behaviour change interventions overall and adds to the movement towards better application of theory in behaviour change interventions.

Previous research has identified factors that enable lean change to be sustained. What remains unknown is how the interaction effects amongst these factors vary as lean change programmes mature. When are particular factors at their most influential?

Using a data and investigator triangulated qualitative research strategy, this paper tests an a priori model of change sustainability factors. In phase one, the research reveals the influence and significance of the model's change sustainability factors within 13 manufacturers. In phase two, four factors (Leadership, Political, Individual and Managerial) were selected for in-depth case study analyses in three manufacturers.

These point to when in the lean change, certain factors have the most influence on its sustainability. The Leadership factor and political factor are essential at the beginning and remain influential throughout. Employees' individual commitment (Individual factor) is significant in sustaining the change but it is at its most influential in the later stages. The Managerial factor (management approach) is influential in the mature stages of the programme.

Recognising where to put maximum focus during a lean change programme as it matures is crucial for management.

Sustaining lean change has not been studied from the perspective of what factors need to be emphasised at different stages in the programme for successful maturity to occur. Through empirical validation, this study helps address this knowledge gap.

Interesting because – Researchers have found that the majority of lean implementations fail – changes to structures and working practices are made only to see the gains dissipate. Previous research has suggested that multiple factors including leadership, culture and politics influence the change towards a lean organisation. While studies have shown that such factors play a role, what has not been studied is the time, that is, when the factors influence the change process. This study investigated when 11 factors have the most influence on lean implementation. Theoretical value – The study extends the state-of-the-art understanding of implementation of lean in organisations by adding a time element. It is found that in order to have a change that is sustainable, that is, lasting at least 18 months, factors that indicate the importance to the organisation are influential during the entire implementation process. This includes how central the change is to the organisation, the influence of leadership that sets vision and goals, and the implementation methods. Factors that can set things in motion such as the influence of important stakeholders are important at the beginning of the implementation process but then decline in influence over time. While factors that seem to have to do more with how companies operate have less influence at the start but become more influential over time. These include employees' commitment, the managerial style and approach, the organisational policies and structure, and the organisational culture. Practical value – Introducing lean into an organisation and gaining its sustained benefits is often not successful. While factors have previously been identified that influence the success of lean implementation, this study provides additional practical insight. It helps manufacturers be more effective by pinpointing which factors should be focused on during the various stages of the implementation process.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this research was to discover the impacts of taught environmental sustainability-focused geography postgraduate programmes on student attitudes, behaviours and practices in relation to environmental awareness within two research-intensive universities in the UK.

A case study involved online surveys to measure environmental attitudes, behaviours and practices at the start and end of four taught geography postgraduate programmes.

There was widespread attitudinal change and an increasing prioritisation of environmental issues reported among participants after they had completed their programme. However, behavioural change was limited, and there was little evidence of greater awareness being translated into changed practices. The learning benefits included a greater focus on interdisciplinarity, holistic thinking and critical self-reflection.

The findings demonstrate that postgraduate taught (PGT) programmes in sustainability improve student awareness and concern about environmental issues but do not necessarily lead to widespread behavioural change. This raises questions for programme convenors about how education for sustainability can be truly transformational and avoid leading students to develop eco-anxieties over the scale of change required.

There is a lack of research engaging with students on PGT programmes, especially in understanding their impacts on environmental attitudes, behaviours and practices. The research provides an evidence base for understanding the effects of PGT programmes in challenging student values, attitudes and practices and by implication knowledge transfer post-graduation, with the potential to help protect the environment and identify ways of living better with the ever-changing planet.

Purpose – The purpose of this paper is to present the background and an evaluation of a new health and social care leadership programme. Design/methodology/approach – The paper describes a three‐stage programme design methodology. First, participants were asked to narrate their stories of implementing change at a series of in‐depth interviews. Second, the dialogue was continued with these managers and others based around their stories of change to establish that their meanings of change and their support needs had been understood. Finally, their expressed needs and practical suggestions were analysed with the help of MacIntyre's virtue ethics schema. MacIntyre's schema was used for two reasons. First, because it is based on the notion of a narrative underpinning to social reality and to informing our moral standards, and second because strong resonance between the managers' narratives and the schema's underlying thesis of ethical conflict in modern institutions was found. Findings – The finding was that the programme exceeded expectations by influencing the participants' courage to lead change despite the complexity of their working environment. At the start of the programme many of the participants had reported feelings of powerlessness in face of central and local imperatives for reforms to their services. During the course of the six‐month programme their narratives changed from “mission impossible” to “mission possible”. Research limitations/implications – The main limitation is that this was a pilot study. However, the encouraging findings do support the view offered by Moore and Beadle that MacIntyre's thesis offers rich concepts for the furtherance of managerial and organisation studies and imply that a wider education programme based on this methodology and theorising would be worthwhile. Practical implications – The enthusiasm with which this pilot programme was received implies that public sector leadership education needs to pay more attention to narrative constructions of change, ethical conflict and engaging managers in concert with their constructed needs in the face of those conflicts. Originality/value – The study contributes a design methodology for health services leadership education informed by a narrative research methodology and a virtue ethics theoretical framework.

This study explores the positive and negative factors influencing transformational learning experiences of female leaders in women’s leadership development programmes in sports and examines the differences in learning/change factors cited by those who successfully addressed them and those who failed.

The study adopted a qualitative research method, using phone interviews with women leaders in a sports setting.

The findings revealed that participants presented clear progress in terms of leadership skills, but they failed to report whether this progress can be achieved if the programme is running within a specific sports organisation, targeting a specific kind of sports leadership in the long term.

There were a number of limitations for this study, e.g. selection of participants, sample size, exploratory methodology, which affected generalising the findings to other sports organisations or other countries.

The study provides a starting point for the exploration of the effectiveness of women leadership development programmes and how designers can evaluate the outcome of such initiatives in the UK.

Since the definition of objectives lies at the basis of any programme, an analytical system of classifying service organisation activities is proposed in which the focus is on internal characteristics of the activities, and differentiation among programmes and treatments. This taxonomy may be used by social welfare organisations who wish to know what they do, and to what extent they adhere to what they aim to do, as it makes both a conceptual and empirical contribution, increasing awareness of what the organisation and its professional staff do, and allowing examination of the consistency of any programme.

This paper seeks to explore the development of a discharge programme in one learning disability hospital in Scotland. The study aims to concentrate on organisational developmental changes in that institution. The model of the management during the discharge programme was investigated. The aim of the study is to explore how the discharge programme developed, as seen under the lens of organisational change, in order to find out what kind of model of management is more suitable in similar programmes.

A case study was employed. Data were collected by means of interviews. The interviews followed a structured format. The sample of the study had to be a purposive sample and the method of snowball sampling was used; finally, 28 interviews were conducted. A grounded approach was adopted for the data analysis. The software program QSR “NUD*IST” (version “N6”) was used as a technical tool, in order to facilitate the data analysis.

The findings of this study show that various management models were adopted in the four phases of the discharge programme. These different models represent a “quest” by the institution's management regarding the most appropriate model for managing the discharge programme. This study shows that this goes on continuously in organisations under transition until they settle down to a more permanent state.

It was concluded that management models, which are composed of characteristics from the organic theory of organisational management, could apply in discharge programmes. The data gathered enabled the researcher to arrive at a model of management which is suitable for managing organisational changes in discharge programmes, the named “stakeholder management model”.

Implementing total quality management (TQM) is not without difficulties and achieving its promised benefits is not easy. The purpose of this paper is to identify the barriers to TQM successful implementation.

A literature review has been done to explore the major reasons for the failure of TQM programmes.

An examination of 54 TQM empirical studies identified 54 obstacles to successful TQM implementation. There are both theoretical and practical difficulties in applying TQM in organisations. An ineffective TQM package, inappropriate TQM implementation methods and an inappropriate environment for implementing TQM are the main reasons for TQM failure. The most frequently mentioned reasons for TQM implementation failures include insufficient education and training, lack of employees’ involvement, lack of top management support, inadequate resources, deficient leadership, lack of a quality-oriented culture, poor communication, lack of a plan for change and employee resistance to the change programme.

The review was limited to articles written in English language during the past 30 years (1980-2010).

TQM does deliver better performance when an appropriate model of TQM is appropriately implemented in a supportive environment. The findings of this paper provide managers with a practical understanding of the factors that are likely to obstruct TQM implementation. Managers should overcome these barriers to achieve the TQM benefits.

Understanding the factors that are likely to obstruct TQM implementation will help organisations in planning better TQM models.