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The aim of this paper is to present the process for approving and certifying a neonatal intensive care unit to ISO 9001 standards.

The process started with the department head's decision to improve services quality before deciding to achieve ISO 9001 certification. Department processes were mapped and quality management mechanisms were developed. Process control and performance measurements were defined and implemented to monitor the daily work. A service satisfaction review was conducted to get feedback from families.

In total, 28 processes and related work instructions were defined. Process yields showed service improvements. Family satisfaction improved.

The paper is based on preparing only one neonatal intensive care unit to the ISO 9001 standard.

The case study should act as an incentive for hospital managers aiming to improve service quality based on the ISO 9001 standard.

ISO 9001 is becoming a recommended tool to improve clinical service quality.

By comparing urban regeneration mechanisms implemented in two declining urban centers, this paper attempts to examine the usefulness of hybrid planning strategies over a more traditional statutory land-use plan, considering their respective effectiveness for introducing urban change. The paper compares the planning and implementation methods used to generate urban revitalization in Lev Ha-Ir (City Heart) in Tel Aviv and Hadar in Haifa. In reviewing these two case studies, the paper considers the role of the residents in each area and various bottom-up local initiatives. The paper examines how these initiatives were met and utilized by the planners and by the municipality, and how they acheived the goal of urban revitalization. The approch towards and the use of local assetes of each locality is considered, as well as the way they were implemented in the revitelazing plan. The paper draws attention to official enterprises and planning mechanisms that utilize and even encourage unofficial residents' actions and activities. The findings from the two case studies suggest the importance of mediating between bottom-up initiatives of individual residents, community organizations, and local institutions, and top-down institutional municipal systems, as early in the process as possible, in order to make both the statutory land-use plan and the hybrid planning strategies more effective.

In the present chapter, we explore how employee well-being changes over time, both linear and psychological during periods of economic instability. Moreover, we examine how employee job embeddedness (JE) buffers the effects of economic shocks on employee well-being, and how these buffering effects change employee perceptions of time. We theorize that employees with higher levels of JE psychologically experience economic shocks as occurring infrequently with the economically unstable period feeling quick, but employees with lower levels of JE psychologically experience economic shocks as occurring frequently with the economically unstable period feeling slow. Finally, we extend these relationships to account for the spread of employee well-being through social connections, both inside and outside of the work context. Because JE requires strong social connections, we theorize that the links component of embeddedness is responsible for economic shocks and employee well-being crossing over the work/nonwork boundary. We discuss the implications for our theoretical model.

This paper develops the argument for analyzing negotiations from an institutional perspective. A major theme of the argument being advanced in this paper is that the institutional perspective provides a more comprehensive understanding of the negotiation process in its entirety. The negotiation process can be broken down into three distinct components, namely (a) the pre‐negotiation phase; (b) the negotiating phase; and (c) the post negotiation evaluation. Each of these phases is critically influenced by a specific component or components of the institutional environment. Scott's distinction between the regulative, the normative, and the cognitive dimension of the institutional environment is drawn upon to illustrate the usefulness of this perspective. The framework is applied to assess the similarities and differences between Indian and Chinese institutional environments and their implications for negotiating processes in the countries discussed. Choosing India and China to illustrate the utility of this framework is justified by the fact that India and China are both in the process of transforming their economies, and although confronted with similar challenges, they have dealt with them in very different ways. This comparison is thus useful, not only for illustrating the value of the institutional perspective, but also for understanding the dynamics of the negotiation process in these countries.