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This paper is written to add to current knowledge of the views of science, technology, engineering and mathematics (STEM) discipline early career researchers (ECRs) about creativity. It aims to explore their understandings of and attitudes towards creativity, as well as their perceptions of which environmental factors facilitate creative research. By discussing the findings in the context of earlier work, the paper seeks to challenge developers to re‐examine current practice in developing creativity by suggesting a broader and deeper approach than is currently often taken.

The paper reports on a qualitative study which collected data from semi‐structured in‐depth interviews with STEM researchers. A thematic analysis was performed on the data.

This research demonstrates that young researchers have a complex range of perceptions of creativity, and that negative attitudes towards it are common in the STEM environment. Three key environmental facilitators of creativity were also uncovered which are: a positive research environment; sufficient constructive communication; and time and space to be creative. It is argued that more emphasis should be placed upon optimising the environment for creative work to occur.

Whereas most previous work has focussed on experienced scientists, this paper outlines the complex and important issue of creativity in the context of STEM ECRs. It offers those who wish to support such researchers an accessible summary and recommendations of how to improve practice in the development of creativity. In particular, the paper argues that placing a greater emphasis upon optimising the environment will enhance the impact of creativity development efforts.

Recent years have seen an increasing emphasis placed upon the development of transferable skills within PhD degree programmes. This paper reports on steps taken to evaluate a programme of transferable skills development at a research intensive university in the UK, focussing on the views of late stage PhD students in the science, engineering and medical disciplines. It shows that most students report a positive impact from having taken part in transferable skills initiatives and that they have a positive attitude towards them. Participants report an enduring positive impact on their behaviour and consider that the training meets their perceived needs as they progress as researchers. However, amongst the population as a whole, there were differences in views. For example, it was found that females, overseas students and those mainly motivated to do the PhD by career‐related reasons attach the greatest importance to such opportunities to develop transferable skills.

This paper aims to enhance understanding of organizational change by countering managerial and critical assumptions that it is possible to break with the past.

A qualitative, case study approach involving interviews with 50 staff, ten supervisors, eight deputy supervisors, four assistant managers, two departmental managers plus the IT, training and personnel managers. The paper focuses on the experiences of supervisors and deputy supervisors.

That culture cannot be so readily forgotten or reinvented as management gurus assume or critics fear. Memories are stubborn and culture is constituted through them in ways that lead to continuity and change.

Limitations leading to future research include that the study explores only one organization. Second, consultants are not used. Third, the reengineering only focus on a part of the organization. Fourth, the findings can be contrasted with an organization that is considered leading edge.

The qualitative findings provide a complex understanding of change especially in terms of how memory can serve to both facilitate and hinder change initiatives and how attempts to introduce more “informal” cultures simultaneously reproduce “formality”.

The purpose of this paper is to investigate how to support small organizations to navigate the context of an accelerated Digital Transformation using Enterprise Social Media platforms, in response to external contingencies, such as the COVID-19 pandemic.

A longitudinal action research study, supported by an exploratory analysis that follows a hybrid approach of deductive and inductive reasoning, has been conducted in the context of a small organization. Several data collection techniques were used for context understanding and problem-solving.

Findings suggest that value creation related to the use of Enterprise Social Media platforms supports small organizations in this accelerated context of Digital Transformation. Value perception is central in overcoming adoption barriers and achieving sustainable use of these platforms in daily basis activities, especially in remote working. External pressures, like those imposed by the COVID-19 pandemic, play an important role in catalyzing digital initiatives.

As the main limitations to this paper, we highlight the study of a single organization in a specific context and the number of actors involved; hence, there is room to extend the study to other industries, organization sizes and contexts.

This paper provides managers with insights into how to conduct their Enterprise Social Media initiatives in a turbulent environment, highlighting their key success elements, and their potential to create value for their organizations and stakeholders. Furthermore, managers could explore the potential of Enterprise Social Media platforms to support organizations in the Digital Transformation journey.

Small organizations play an important role in generating wealth for nations around the world. However, governments encounter difficulties in supporting the Digital Transformation of this type of organization. This paper provides insights into how to use an affordable and intuitive technology to include this type of organization in the Digital Transformation journey.

A long-term study of Enterprise Social Media is recommended, but quite rare in the Information Systems literature. This study adopts a longitudinal investigation to analyze the use of Enterprise Social Media to support a small organization to adapt, in balance with their internal and external contingencies, providing a further contribution to the contingency theory. This research also adds contributions to the sociotechnical system perspective, analyzing the deep imbrication between social and technical subsystems in the required organizational change, supporting a small organization for coping with the effects of the COVID-19 pandemic.

This empirical paper investigates the relationships between the amount of human capital that flows into a firm and two activities underlying a firm’s knowledge production, variation or change and knowledge retention. We track the flow of human capital within and across organizational and geographic space for all multi‐unit banks operating in the world foreign exchange trade industry from 1973 to 1993. The findings indicate that an increased reliance on past experience reduces how much human capital a firm imports in the future. This effect is moderated by a self‐reinforcing cycle of human capital inflow. Inflows of human capital also decline when a firm has recently adopted novel changes in its operations. The paper uses evolutionary thinking to define a model for intrafirm knowledge production.

The purpose of this paper is to explore the attitudes and beliefs of doctors towards medication error reporting following 15 years of a national patient safety agenda.

This is a qualitative descriptive study utilising semi-structured interviews. A group of ten doctors of different disciplines shared their attitudes and beliefs about medication error reporting. Using thematic content analysis, findings were reflected upon those collected by the same author of a similar study 13 years before (2002).

Five key themes were identified: lack of incident feedback, non-user-friendly incident reporting systems, supportive cultures, electronic prescribing and time pressures. Despite more positive responses to the benefits of medication error reporting in 2015 compared to 2002, doctors at both times expressed a reluctance to use the hospital’s incident reporting system, labelling it time consuming and non-user-friendly. A more supportive environment, however, where error had been made was thought to exist compared to 2002. The role of the pharmacist was highlighted as critical in reducing medication error with the introduction of electronic prescribing being pivotal in 2015.

To the authors’ knowledge, this is the first study to compare doctors’ attitudes on medication errors following a period of time of increased patient safety awareness. The results suggest that error reporting today is largely more positive and organisations are more supportive than in 2002. Despite a change from paper to electronic methods, there is a continuing need to improve the efficacy of incident reporting systems and ensure an open, supportive environment for clinicians.

When people believe that certain expectations will be achieved and they in fact are not, a stressful situation will ensue. It is important that care be taken by superiors in explaining the possibilities of new jobs and thereby help curb any unrealistic expectations.