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The purpose of this study is to investigate how physical therapists make meaning of their professional role identity when transitioning from clinician to leadership positions. Despite the importance of professional role identity in the transition from health-care provider to health-care leader, research on this topic in physical therapy remains almost nonexistent.

A qualitative, phenomenological research approach was used in this study. Data was collected through a three-part, semistructured interview process. An open coding to focused coding process was used to analyze data and develop themes which answered the research question.

Physical therapists in this study engaged in identity work, making meaning of their professional role identity by referencing a professional role identity focused on more than clinical skills, accepting the role of discomfort, focusing on relationships, exercising agency over the construction of their leader identity, recognizing consistency between clinical and leader roles and establishing a professional role identity informed but no longer bound by their physical therapist identity.

To the best of the author’s knowledge, this study is the first to investigate how physical therapists make meaning of their professional role identity when transitioning into leadership positions. The findings of this study highlight uniquities in the physical therapy professional role identity and the manner in which physical therapists navigate this work role transition.

The purpose of this paper is to examine the factors affecting the relationships between CEO stock option compensation and earnings management.Design/methodology/approach – Regression of CEO stock option compensation and other factors on measures of discretionary accruals.Findings – A positive relationship between CEO stock option compensation and discretionary accruals was found, implying that earnings management is more likely where stock options are a larger part of CEO compensation. Earnings management is found to be moderated in large firms with stock option compensation and the relationship between stock options and earnings management has intensified in recent years. It was also found that stock options exacerbate earnings management in firms with growth opportunities.Research limitations/implications – Beyond the scope of this paper, these findings raise the following questions: What does the evidence of a size effect mean? Does it reflect information asymmetry, governance, external monitoring, or political risk? Why has the stock option effect on earnings management become more pronounced in recent years? Is it possible to mitigate the negative effects of option compensation on earnings management through the presence of stronger governance structures? Is it possible to mitigate the negative effects of option compensation on earnings management through the presence stronger governance structures? There are implications for compensation policies for corporate executives.Originality/value – This paper extends prior research on the relationship between CEO stock option compensation and earnings management. It provides new insight into the factors affecting this relationship.

The purpose of this paper is to review extant literature and present a proposed research agenda to examine whether environmental, i.e. green performance measures, can be integrated within an existing supply chain performance framework, explore what a meaningful industry‐recognised environmental measure should look like, and understand the direct benefits of incorporating environmental measures within a supply chain performance framework.

The paper is based on an extensive literature review in four key areas: performance management, supply chain performance management, environmental management and benchmarking.

The literature suggests there is an opportunity to explore the relationship between the environment and logistics and that environmental supply chain performance measurement (SCPM) should enable organisations to more effectively benchmark their supply chain environmental performance. A framework incorporating these notions and a research agenda for empirical study are also presented.

The paper provides direction for practitioners on measuring the environmental impact of their supply chains in the context of their overall business performance. The proposed research agenda integrates an environmental measure into an extant supply chain performance framework to provide practitioners with a more holistic view of their supply chain performance in relation to competitors.

There has been limited research conducted in this area. This paper provides insights into developing a green SCPM framework.