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The purpose of this paper is to recount 12 months of a pioneering collaboration between the Aneurin Bevan University Health Board, five local authorities and nine registered social landlords in South East Wales. It will aim to share the understanding that has emerged, demonstrating how a large number of agencies, many of which have different purposes or which have traditionally been in competition with each other, have been able to work collaboratively, to meet the interests of some very vulnerable people.

This reflective approach draws on the views of a large number of staff from each of the three constituent public sector service areas and their experience of collaborative working using action research principles. The study will use people’s own words to highlight real experiences, but analysed against similar collaborative activity elsewhere reflected in the literature. As there has been no established pathway for the collaboration to follow, we have adopted a Plan-Do-Study-Act cycle to capture the evolving “In One Place” (IOP) process.

This paper highlights the inherent systemic barriers that have to be identified and overcome if the authors are to move from wishful thinking to pragmatic realism, both within and between organisations. The sense of public sector agencies being able to work together, simply because it makes good sense, is challenged and the paper identifies both cultural and professional factors that made a difference in this collaboration, which could be harnessed elsewhere.

From the outset, a key driver for the IOP has been to align health, social care and housing processes by bringing together practitioners and senior managers to identify need and to plan and deliver services locally, offering a real benefit to individuals with complex needs. This is set within the context of increasing demand on public services, financial austerity and the history of “housing” being on the margins of discussion when considering the integration of health and social care services. The authors are able to demonstrate the benefit of housing being at the centre of such discussions.

Mae’r astudiaeth hon yn adrodd hanes deuddeg mis cyntaf cydweithrediad arloesol rhwng Bwrdd Iechyd Prifysgol Aneurin Bevan (ABMUHB), pum Awdurdod Lleol a naw Landlord Cymdeithasol Cofrestredig (RSL) yn Ne Ddwyrain Cymru. Nod yr astudiaeth hon fydd rhannu’r ddealltwriaeth sydd wedi dod i’r amlwg yn dangos sut mae nifer fawr o asiantaethau, llawer ohonynt â dibenion gwahanol neu sydd wedi bod mewn cystadleuaeth â’i gilydd yn draddodiadol, wedi gallu gweithio’n gydweithredol, i fodloni budd rhai pobl agored iawn i niwed.

Mae’r dull adlewyrchol hwn yn defnyddio safbwynt nifer fawr o staff o bob un o 3 maes gwasanaeth sector cyhoeddus yr etholaeth a’u profiad o weithio’n gydweithredol gan ddefnyddio egwyddorion ymchwil weithredol. Bydd yr astudiaeth yn defnyddio geiriau pobl i amlygu profiadau gwirioneddol, ond wedi ei ddadansoddi yn erbyn gweithgaredd cydweithredol tebyg sydd wedi ei adlewyrchu rhywle arall yn y llenyddiaeth. Gan nad oes unrhyw lwybr wedi ei sefydlu i’r gydweithrediaeth ei ddilyn, rydym wedi mabwysiadu cylch Cynllunio-Gwneud-Astudio-Gweithredu (CGAG) i gyfleu’r broses ‘Mewn Un Lle’ sy’n esblygu.

Mae’r erthygl hon yn amlygu’r rhwystrau systemig cynhenid y mae’n rhaid eu nodi a’u goresgyn er mwyn symud o ddymuno i realaeth ymarferol, o fewn a rhwng sefydliadau. Mae’r syniad bod asiantaethau’r sector cyhoeddus yn gallu cydweithio, dim ond am fod hynny’n gwneud synnwyr, yn cael ei herio ac mae’r papur yn nodi ffactorau diwylliannol a phroffesiynol a wnaeth wahaniaeth yn y cydweithrediad hwn, y gellid eu defnyddio rhywle arall.

O’r cychwyn, ysgogwr allweddol ar gyfer y rhaglen ‘Mewn Un Lle’ oedd alinio prosesau iechyd, gofal cymdeithasol a thai trwy ddod ag ymarferwyr ac uwch reolwyr o’r sectorau gwahanol hyn ynghyd i nodi angen ac i gynllunio a chyflenwi gwasanaethau yn lleol, pan fo hynny o fudd gwirioneddol i unigolion ag anghenion cymhleth. Mae hyn wedi ei nodi o fewn cyd-destun cynyddu’r galw am wasanaethau cyhoeddus, cynildeb ariannol a hanes ‘tai’ ar ymylon trafodaeth wrth ystyried integreiddio gwasanaethau iechyd a gofal cymdeithasol. Yn yr enghraifft hon rydym yn gallu dangos buddion gwneud tai yn ganolog i drafodaethau o’r fath.

The purpose of this paper is to investigate the mediators that occupy the gap between information processing theory and supply chain agility. In today’s Mach speed business environment, managers often install new technology and expect an agile supply chain when they press<Enter>. This study reveals the naivety of such an approach, which has allowed new technology to be governed by old processes.

This work takes a qualitative approach to the dynamic conditions surrounding information processing and its connection to supply chain agility through the assessment of 60 exemplar cases. The situational conditions that have created the divide between information processing and supply chain agility are studied.

The agility adaptation typology (AAT) defining three types of adaptations and their mediating constructs is presented. Type 1: information processing, is generally an exercise in synchronization that can be used to support assimilation. Type 2: demand sensing, is where companies are able to incorporate real-time data into everyday processes to better understand demand and move toward a real-time environment. Type 3: supply chain agility, requires fundamentally new thinking in the areas of transformation, mindset and culture.

This work describes the reality of today’s struggle to achieve supply chain agility, providing guidelines and testable propositions, and at the same time, avoids “ivory tower prescriptions,” which exclude the real world details from the research process (Meredith, 1993). By including the messy real world details, while difficult to understand and explain, the authors are able to make strides in the AAT toward theory that explains and guides the manager’s everyday reality with all of its messy real world details.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

Over 30 years, many comparative surveys have found Japanese employees and managers far less satisfied with their jobs than their Western counterparts. This paper explores the findings and interpretations from these studies, and then proposes an alternative explanation based on childhood socialization practices and the history of Japanese society. This explanation is then used to illuminate the recent social problems of karoshi (death from overwork) and ijime (bullying) in the Japanese workplaces.

How can some companies be the innovation leader in their industry over prolonged periods of time, whereas others cannot? The purpose of this study is to understand a firm’s capability to be a successful serial innovator and to generate a constant stream of industry-leading innovations.

The paper uses a longitudinal case study approach to gain an understanding of what and how Singapore Airlines sustained service innovation for over 30 years. The study uses triangulation, whereby the core data from in-depth interviews with senior and middle management and frontline employees were complemented with academic research, case studies, annual reports, observations and archival documents. In total, 240 single-spaced pages of interview transcripts with over 130,000 words were analyzed and coded using MAXQDA for identifying repeated patterns of meaning.

The authors identified three key institutional foundations for service innovation: innovation climate (i.e. leadership and service culture), human capital (i.e. recruitment, training and development and engagement and incentives) and resource configurations (i.e. systems, structure and processes). These foundations enabled the organization to build the following four service innovation-related dynamic capabilities: embrace ambidexterity, institutionalize learning and knowledge integration, orchestrate collaboration and reinvent customer value. Interestingly, these institutional foundations and capabilities remained largely stable across 30 years; what changed were the contexts and specifics, not the foundations and capabilities.

Data were collected only from one company. Because of the method of thematic analysis, the generalizability of the findings needs further investigation.

This study is the first to investigate the drivers of industry-leading sustained service innovation over a prolonged period of time. The proposed framework provides a fuller and more integrated picture of sustained service innovation than past cross-sectional studies.

The prospect that technological and social innovation in the use of communication and information technologies are bringing about an end to sovereignty has been a source of optimism, pessimism and ambivalence. It has captured the popular imagination and it can be found in the anxieties of national leaders about the mingling and collision of cultures and cultural products within and across their borders, and about growing awareness that environmental threats bow to no flag. According to much of this discourse, national governments are becoming increasingly powerless in their battles against real or imagined plights of cultural imperialism (and sub‐imperialism, that is, cultural imperialism within states) and capital mobility, as well as in their efforts to effectively exercise political control through surveillance and censorship. The end of sovereignty is a theme in political discussions about new pressures brought on by global regimes of trade and investment, and by unprecedented levels of global criminal networks for drug trafficking, money laundering and trade in human flesh. Social movements and non‐governmental organizations (NGOs) have reflected this by recognizing the need to match the scale of the problems they confront with appropriately scaled collective action. This article examines the discourse about the end of sovereignty and therise of new institutions of global governance. Particular emphasis is given to how advancements in the means of communication have produced the ambivalent outcomes of threatening the democratic governance of sovereign states, and serving as foundations for the assertion of democratic rights and popular sovereignty on a global scale.

To comprehend the rationale behind managerial choices that lead companies to implement different types of collaborative planning, forecasting and replenishment (CPFR) collaborations.

Seven case studies of supply networks whose central firms operate in different sectors have been analysed.

Identifies six types of CPFR collaborations, the choice of which can be explained by considering some important contingent factors, such as the CPFR goals, characteristics of the products and markets in which they are sold, supply network's physical and relational structure, and CPFR development stage.

Further research developed in other contexts is necessary to refine the domain of applicability of the research findings. The opportunity to use the relationships found in this research as a managerial tool calls for the testing of research findings within larger samples of firms, representative of a broader range of industries.

Suggests managers how to select the most appropriate action to be taken to implement CPFR, through the analysis of the context in which CPFR should be implemented.

This paper fulfils the need to clarify the reasons why companies decide to implement different types of CPFR collaborations. Moreover, it contributes to the definition of measures for the CPFR concept, and to the advance of substantive research on CPFR. In literature, few authors devote their attention to rigorously defining CPFR variables or proposing relationships among variables and measures.

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.

A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.

The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.

The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.

This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.

While research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA).

The authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees.

The study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance.

The authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally.

While organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.