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The authors determine how the scheduling and sequencing of surgeries by surgeons impacts the rate of post-surgical complications and patient length-of-stay in the hospital.

Leveraging a dataset of 29,169 surgeries performed by 111 surgeons from a large hospital network in Ontario, Canada, the authors perform a matched case-control regression analysis. The empirical findings are contextualized by interviews with surgeons from the authors’ dataset.

Surgical complications and longer hospital stays are more likely to occur in technically complex surgeries that follow a similarly complex surgery. The increased complication risk and length-of-hospital-stay is not mitigated by scheduling greater slack time between surgeries nor is it isolated to a few problematic surgery types, surgeons, surgical team configurations or temporal factors such as the timing of surgery within an operating day.

There are four major limitations: (1) the inability to access data that reveals the cognition behind the behavior of the task performer and then directly links this behavior to quality outcomes; (2) the authors’ definition of task complexity may be too simplistic; (3) the authors’ analysis is predicated on the fact that surgeons in the study are independent contractors with hospital privileges and are responsible for scheduling the patients they operate on rather than outsourcing this responsibility to a scheduler (i.e. either a software system or an administrative professional); (4) although the empirical strategy attempts to control for confounding factors and selection bias in the estimate of the treatment effects, the authors cannot rule out that an unobserved confounder may be driving the results.

The study demonstrates that the scheduling and sequencing of patients can affect service quality outcomes (i.e. post-surgical complications) and investigates the effect that two operational levers have on performance. In particular, the authors find that introducing additional slack time between surgeries does not reduce the odds of back-to-back complications. This result runs counter to the traditional operations management perspective, which suggests scheduling more slack time between tasks may prevent or mitigate issues as they arise. However, the authors do find evidence suggesting that the risk of back-to-back complications may be reduced when surgical pairings are less complex and when the method involved in performing consecutive surgeries varies. Thus, interspersing procedures of different complexity levels may help to prevent poor quality outcomes.

The authors empirically connect choices made in scheduling work that varies in task complexity and to patient-centric health outcomes. The results have implications for achieving high-quality outcomes in settings where professionals deliver a variety of technically complex services.

The authors examine how performance measurement systems (PMSs) and academic agency influence the meaning of research quality in practice. The worries are that the notion of research quality is becoming too simplistically and narrowly determined by research quality's measurable proxies and that academics, especially manager-academics, do not sufficiently realise this risk. Whilst prior literature has covered the effects of performance measurement in the university sector broadly and how PMSs are mobilised locally, there is only little understanding of whether and how PMSs affect the meaning of research quality in practice.

The study is designed as a comparative case study of two university faculties in Finland. The role of conceptual analysis plays a notable role in the study, too.

The authors find that manager-academics of the two examined faculties have rather similar conceptual understandings of research quality. However, there were differences in the degree of slippage between the “espoused-meaning” of research quality and “meaning-in-practice” of research quality. The authors traced these differences to how the local PMS and manager-academics’ agency relate to one another within the context of increasing global and national performance pressures. The authors developed a tentative framework for the various “styles of agency”. This suggests how the relationship between the local PMS and manager-academics’ exerted agency shapes the “degrees of freedom” of the meaning of research quality in practice.

Given that research quality lies at the heart of academic work, the authors' paper indicates that exploring the three matters – performance measurement, the agency of manager-academics and the meaning of research quality in practice – in combination is crucial for the sustainability of the academe. The authors contribute to the literature by detailing the way in which local PMS and manager-academics' agency have material impacts on what research quality means in practice. The authors conclude by highlighting the pressing need for manager-academics to exercise the agency in efforts to safeguard a broad and pluralistic understanding of research quality in practice.

Psychotherapy is often used to treat dysfunctional inter-personal relationships, but it is rarely used to treat dysfunctional B2B relationships. Yet many of the variables found in inter-personal relationships are also found in B2B relationships and both types of relationships have similar fail rates. The authors take a multi-disciplinary approach by adapting an instrument from marriage therapy into a new measure called the Business Relationship Health Index (BRHI). In the process we re-evaluate the drivers of B2B relationships.

The authors apply the Global Assessment of Relational Functioning (GARF) psychiatric system to B2B relationships. The GARF instrument incorporates three components: interaction/problem solving, organization/structure and emotional climate. Using US panel data of 500 B2B relationships based in the USA, the authors use partial least squares analysis and develop a structural equation model to test the validity and reliability of the BRHI with some well-known relationship measures including, satisfaction, trust, commitment and performance.

The findings support a strong link between the BRHI (emotion, interaction and organization) and relationship performance. The proposed measure shows a strong link between BRHI and relationship performance (R² = 0.54).

The GARF instrument has never been applied to a B2B context. BRHI is a holistic instrument used for assessing the specific relational characteristics of B2B relationships. The BRHI can benefit relationship stakeholders when used as a diagnostic tool to prioritize B2B investment strategies. Managers can use BRHI to determine the extent to which the relationship is healthy or needs repair, re-evaluation, re-commitment, or repositioning.

A small group of pioneering founders led the creation and early evolution of the service research field. Decades later, this article shares timeless service wisdom from ten of those pioneering founders.

Bowen and Fisk specified three criteria by which to identify a pioneering founder. In total, 11 founders met the criteria (Bateson, Berry, Bitner, Brown, Chase, Edvardsson, Grönroos, Gummesson, Parasuraman, Schneider and Zeithaml) and were invited to join Bowen and Fisk – founders that also met the criteria as coauthors. Ten founders then answered a set of questions regarding their careers as service scholars and the state of the field.

Insightful reflections were provided by each of the ten pioneering founders. In addition, based on their synthesis of the reflections, Bowen and Fisk developed nine wisdom themes for service researchers to consider and to possibly act upon.

The service research field is in its fifth decade. This article offers a unique way to learn directly from the pioneering founders about the still-relevant history of the field, the founders' lives and contributions as service scholars and the founders' hopes and concerns for the service research field.

Disruptive forces, such as the global pandemic and technological innovation, are leading to growing labor uncertainty. For organizations, being able to adapt is a key skill for employees, while adapting to different employment contexts is increasingly essential for career success. This study leverages career adaptability theory and integrated dynamic capabilities to isolate skills enabling career adaptation.

A qualitative study was conducted to develop a skills codebook using a Delphi technique to converge on career adaptation skills, which was validated against leading meta-skills frameworks and a purposeful sample of 15 occupational competency models.

The codebook phase identified 24 distinct meta-skills in 6 clusters: problem-solving, self-reliance, collaboration, communication, core literacies and core workplace skills. Findings confirmed that most of the skills identified by the experts were also present across the meta-skills frameworks.

This study highlights research opportunities, including a recommendation to extend the codebook by conducting a large sample empirical study of occupational competency models.

Adaptive individuals remain attractive in the job market. With the proposed framework, individuals can systematically reflect on ways to develop career adaptation skills. Other stakeholders should support the development of skills that facilitate an individual's capacity to adapt to diverse employment contexts.

This study contributes to resolving the debate on skills contributing to career adaptation by combining the career adaptability theory and integrated dynamic capabilities, to produce a harmonized meta-skills codebook including labels, definitions and synonyms. This study validates the codebook against leading skills frameworks and occupational competency models.

Economists usually shy away from talking about power. They assume an economy comprised of many small and medium-sized firms, each competing for consumer dollars. This circumvents the problem of economic power. John Kenneth Galbraith, however, refused to ignore power. It stood at the center of his economics, and he saw it as a key reason the US economy thrived in the years following World War II (WWII). This chapter examines Galbraith’s changing views regarding economic power. American Capitalism explains how countervailing power, or power on the other side of the market, solves the problem of economic power. In The New Industrial State, scientists and educated managers within the firm (the technostructure) mitigate the negative consequences of economic power wielded by large firms. The Affluent Society and Economics and the Public Purpose look to the government as the main check on corporate power. It does this through labor legislation or programs such as the New Deal and Fair Deal. This chapter then evaluates the different solutions Galbraith proffered to the problem of economic power. It contends that Galbraith got three things right when analyzing economic power. First, we no longer live in a world of scarcity due to oligopolistic firms. Second, capitalism was different in the post-WWII era because the US economy thrived and gains were shared widely. Third, Galbraith understood that power was unequally distributed – both between the public and private sectors and within the private sector itself. On the other hand, Galbraith was overly optimistic in believing the market economy or the public sector could counter corporate power.

Cyber-attacks that generate technical disruptions in organisational operations and damage the reputation of organisations have become all too common in the contemporary organisation. This paper explores the reputation repair strategies undertaken by organisations in the event of becoming victims of cyber-attacks.

For developing the authors’ contribution in the context of the Internet service providers' industry, the authors draw on a qualitative case study of TalkTalk, a British telecommunications company providing business to business (B2B) and business to customer (B2C) Internet services, which was a victim of a “significant and sustained” cyber-attack in October 2015. Data for the enquiry is sourced from publicly available archival documents such as newspaper articles, press releases, podcasts and parliamentary hearings on the TalkTalk cyber-attack.

The findings suggest a dynamic interplay of technical and rhetorical responses in dealing with cyber-attacks. This plays out in the form of marshalling communication and mortification techniques, bolstering image and riding on leader reputation, which serially combine to strategically orchestrate reputational repair and stigma erasure in the event of a cyber-attack.

Analysing a prototypical case of an organisation in dire straits following a cyber-attack, the paper provides a systematic characterisation of the setting-in-motion of strategic responses to manage, revamp and ameliorate damaged reputation during cyber-attacks, which tend to negatively shape the evaluative perceptions of the organisation's salient audience.

This chapter examines the key issues around organisational resilience – what it means for organisations, and the key elements they need to consider if they are looking to increase the ability of their operations to withstand challenges in their environment. Organisations have always had to adapt to changes in their environment, whether as a result of market-based, political, regulatory or technological developments. However, the pace of change and the number and frequency of external shocks, such as the global financial crisis, the COVID-19 epidemic, war and increasing nationalism, inflation, labour shortages, cyber-security threats and environmental crises have increased over recent years. Whilst some of these events could have been foreseen, in that they emerge relatively slowly, such as increasing nationalism, other crises, such as the COVID-19 pandemic could not have been readily anticipated, both for the speed at which it occurred, but the significant impact it had on people and organisations. Clearly, many of these events can have severe consequences not only for society but also for organisations, potentially threatening their survival. Hence organisations are increasingly recognising the need to be both more aware of potential threats or even opportunities by constantly monitoring their environment, but also creating contingency or mitigation plans to become more resilient to such change and shocks. By becoming more aware of changes in their environment and incorporating risk evaluations and mitigation plans into strategy and regular business planning cycles, organisations can become more adaptive and agile to respond more quickly and robustly to such events. Whilst it is not possible to fully mitigate all risks to the organisation, increased resilience can reduce the severity or longevity of negative impacts or support the organisation to seek opportunities from change.

This chapter introduces the concept of overall organisational resilience, and then discusses some more functional areas of resilience: operational, financial, technological, reputational and institutional. The chapter concludes with a consideration of the effects of building greater organisational resilience and what organisations should consider when evaluating where to start on such a journey.

A fear appeal is a communication tactic designed to scare people into adopting desired behaviors (e.g. wash hands to avoid contracting COVID-19). While it is generally acknowledged that fear appeals can be persuasive at motivating behavior, this paper aims to identify how to optimally identify how to optimally frame the focal threat to increase their effectiveness as well as to uncover additional underlying processes.

The authors conducted four experimental studies.

This research validates that exposure to fear appeals can strongly motivate behavior. However, this study shows that this effect is moderated by threat specificity. Specifically, this study demonstrates that people are more motivated to engage in behaviors that facilitate threat avoidance after exposure to a personally relevant threat that represents a nonspecific (e.g. aging appearance) rather than a specific outcome (e.g. wrinkles). This effect is mediated by perceptions of assimilation (versus contrast) to the focal threat. This study reliably shows the effect across three threat domains (i.e. aging appearance, weight gain, illness) and for different behaviors.

Theoretically speaking, this study contributes to the fear appeal literature by identifying a new type of message framing that has the potential to increase fear appeal’s persuasive power, and uncovering a distinct mechanism by which fear appeals impact behavior. Practically speaking, the findings confirm that fear appeals have the potential to help marketers mobilize consumer behavior, especially when the communication highlights a nonspecific rather than specific threat.