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This article has two purposes. The first is to synthesize the important current concepts, definitions, and styles of resolving and/or managing workplace conflicts. The second is to introduce a systematic approach to resolving workplace conflicts.

Historical approaches to conflict management are briefly reviewed and Goldratt's evaporating cloud is introduced as a structured approach to achieving win‐win solutions to workplace conflicts. A comprehensive case is used to demonstrate the application of the suggested approach.

Goldratt's evaporating cloud provides a systematic approach to identifying the conflicting needs or interests of the parties to a conflict, and a process for making explicit the assumptions underlying the conflict and challenging their validity, leading to win‐win solutions to workplace conflicts. The evaporating cloud incorporates well‐accepted principles of achieving win‐win solutions and complements existing approaches.

Although there is a growing community of users of the evaporating cloud, it is still a relatively new approach. Although anecdotal examples of applications of the cloud have been published in trade journals, web sites and conference proceedings, additional empirical research should be done to evaluate the usefulness of the cloud in resolving workplace conflicts once a critical mass of users exists.

The evaporating cloud is a practical and intuitive tool that can be used by employees at all levels of an organization to understand and resolve conflicts.

The paper identifies the shortcomings of existing conflict management approaches and shows how the evaporating cloud complements existing approaches. In addition, the applicability of the cloud to a wide range of workplace conflicts, from intra‐personal to inter‐organizational, is demonstrated.

The purpose of this paper is to develop a theoretical framework that explains how performance management (PM) affects the organisational effectiveness in the third sector.

The authors adopt a two stage process in developing the theoretical framework; a systematic review of literature and theoretical developments of the framework. The underlying principles for developing the theoretical framework are mainly based on prior theoretical justification and empirical research in management accounting and international development fields.

Drawing upon contingency theory, the authors propose a theoretical framework explaining how the contingency variables affect PM and organisational effectiveness in the third sector. The authors discuss the justification for contingency theory as well as its weaknesses in the PM research. The authors also highlight how a modified Performance Management and Control Framework could be used to identify PM practices in the third sector. The organisational effectiveness can be measured using the four domains the authors suggest in this paper. Finally the authors put forward propositions that can be empirically tested in future studies.

This conceptual paper opens an opportunity for future empirical research to cross-validate the model in a large survey through confirmatory factor analysis and structural equation modelling.

This paper helps researchers and practitioners to understand how modern PM tools integrate with third sector characteristics to optimise the effectiveness of individual organisations.

Integrating insights across disciplines, this paper strengthens cumulative knowledge on conceptualisation of PM and effectiveness within the third sector.

IT is a very encouraging sign to those interested in the welfare of children that so much attention is being bestowed upon them by library authorities. On every side activity is apparent: most new buildings have a room set aside for the exclusive use of juveniles, and many old buildings are being adapted and special provision made for the young. In these circumstances a brief summary of practical requirements may not come amiss.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 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.

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 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 impact of population ageing is significant, multifaceted and characterised by frailty and multi-morbidity. The COVID-19 pandemic has accelerated care pathways and policies promoting self-management and home-based care. One under-researched area is how patients and family caregivers manage the complexity of end-of-life therapeutic medicine regimens. In this position paper the authors bring attention to the significant strain that patients and family caregivers experience when navigating and negotiating this aspect of palliative and end-of-life care.

Focussing on self-care and organisation of medicines in the United Kingdom (UK) context, the paper examines, builds on and extends the debate by considering the underlying policy assumptions and unintended consequences for individual patients and family care givers as they assume greater palliative and end-of-life roles and responsibilities.

Policy makers and healthcare professionals often lack awareness of the significant burden and emotional work associated with managing and administering often potent high-risk medicines (i.e. opioids) in the domiciliary setting. The recent “revolution” in professional roles associated with the COVID-19 pandemic, including remote consultations and expanding community-based care, means there are opportunities for commissioners to consider offering greater support. The prospect of enhancing the community pharmacist's medicine optimisation role to further support the wider multi-disciplinary team is considered.

The paper takes a person-focused perspective and adopts a holistic view of medicine management. The authors argue for urgent review, reform and investment to enable and support terminally ill patients and family caregivers to more effectively manage medicines in the domiciliary setting. There are clear implications for pharmacists and these are discussed in the context of public awareness, inter-professional collaboration, organisational drivers, funding and regulation and remote care delivery.

This paper extends the institution theory to examine the relationship between high-performance work system (HPWS) and organizational performance (OP), and analyzes how country of origin interacts with performance measures and industrial affiliation in moderating the HPWS–OP relationship.

The paper collects data of 60,142 firms and establishments in 252 studies published up to December 2021 and employs meta-analysis techniques to test hypotheses on the role of country of origin in moderating the HPWS–OP relationship in conjunction with performance measures and industrial affiliation.

The paper finds that, firstly, there is a positive relationship between HPWS and OP, but the relationship is much stronger in developing than advanced countries. Secondly, the relationship is stronger when OP is measured in operational than financial term in both developing and advanced countries, but the moderating effect of performance measures is stronger in developing than advanced countries. Thirdly, the relationship is stronger in service than manufacturing industries in developing countries, but no such variation is found in advanced countries.

The study for the first time unveils the important role of country of origin in interacting with performance measures and industry affiliation to condition the HPWS–OP relationship, and provides a coherent explanation based on institutional theory. The study sheds fresh light on the HPWS–OP relationship, and has important implications for managers.