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The purpose of this study is to understand the influence of formal learning from a web-based training and informal (workplace) learning afterwards on the behaviour of general practitioners (GPs) with respect to prescription of antibiotics.

To obtain insight in various learning processes, semi-structured interviews were conducted with 19 GPs. These interviews were transcribed and analysed with a theory-based template, that had been defined beforehand, but with an open mind for emerging themes.

The web-based training was perceived by GPs to change their prescription behaviour, mostly as a result of informal learning processes. Being a research participant and being a supervisor appeared to create most opportunities for informal learning.

The current research shows that being a research participant and/or a supervisor enhance informal learning activities, for example, reflection and social interaction, and thereby formal training becomes more effective. It is recommended to remind GPs regularly to reflect on their prescribing behaviour and to stimulate them to reflect and seek social interaction besides participating in formal training.

Our study adds to the existing literature by considering informal learning processes in an evaluation of the perceived effects of formal training. Our findings have implications for the design and evaluation of formal trainings with the purpose of behavioural change of doctors.

This paper presents the theoretical rationale for further development of a model for the assessment and management of intraorganizational conflict. The purpose of such a model would be to assist employees, managers, human resources practitioners, and external service providers in selecting the most appropriate conflict management strategy for a given conflict. The framework presented builds on the previous work of Sheppard (1984) and Elangovan (1995, 1998) in suggesting that a contingency‐based model of strategy selection must include attention to characteristics of the conflict, desired outcomes of the participants, and awareness of available conflict management strategies. By expanding the range of conflicts and conflict management strategies typically included within a single model, the framework presented here forms the basis of a comprehensive model for dealing with intraorganizational conflict.

The purpose of this study is to identify and examine findings from empirical research regarding organizations’ talent development (TD) strategies, taking into consideration the countries in which the studies were conducted and the TD-approach organizations adopted, and recognize the positive outcomes of TD implementation, as well as potential issues and challenges.

This systematic literature review used Garrard’s matrix method to organize the review of publications. It identified 31 empirical articles from the total of 551 publications.

The findings indicate that a majority of the studies were conducted in countries other than the USA and that they were all published recently, after 2007. The results show that organizations have mostly applied organizational development interventions at the individual level for developing talented employees, followed by formal training and development. Additionally, managerial issues were identified as the most common issue on the way of implementing TD interventions.

Trying to define TD as a discrete concept from HRD could be considered as both differentiating the current literature review and a limitation.

This article is among the first to identify TD interventions through a systematic literature review and provides a model of TD’s intervention antecedents and outcomes for the follow-up empirical works.

To provide insights into the role of formal and informal accounts in preventing the liquidation of a professional football club and in post-crisis rebuilding.

This case study, framed as a conflict arena, covers an eight-year period of a high-profile struggle over the future of a professional football club. It uses a mixed methods design, including direct engagement with key actors involved in administration proceedings and transformation to a hybrid supporter-owned organisation.

Our findings suggest that within the arena:• formal accounting and governance were of limited use in managing the complex network of relationships and preventing the abuse of power or existential crises. • informal accounting helped mobilise critical resources and maintain supporters’ emotional investment during periods of conflict. • informal accounts enabled both resistance and coalition-building in response to perceived abuse of power. • informal accounts were used by the Club as part of its legitimation activities.

This study provides theoretical and empirical insights into an unfolding crisis with evidence gathered directly from actors involved in the process. The conceptual framework developed in this paper creates new visibilities and possibilities for developing more effective accounting practices in settings that enable continuing emotional investment from supporters.

Hospitality managers face constant challenges in promoting hotel service principles such as innovation and flexibility to their new employees, as such knowledge is usually tacit in nature and hard to formalize. This study aims to suggest that this problem can be addressed by using a knowledge sharing group intervention. Specifically, the authors propose that knowledge sharing groups can enhance a newcomer’s job clarity and positive work attitude by encouraging a stronger sense of perceived importance of and affection toward the hotel service principles.

The authors designed a three-month knowledge sharing program in a five-star hotel chain in Hong Kong. Newcomers were randomly assigned into an experimental group (knowledge sharing group) (N = 235) and a control group (N = 233). The authors tested all the hypotheses via path analyses using Mplus 8.0.

The results revealed that employees of the experimental group showed a stronger sense of importance of and affection toward the service principles, which in turn resulted in higher levels of job clarity, satisfaction and commitment and lower levels of turnover intention.

This research provides hotel managers with practical knowledge regarding sharing programs as key socialization intervention mechanisms. By triggering the employees’ deeper understanding of hotel policy, this program can help hotels fortify high-quality service and develop realistic and useful materials for their future training activities.

Although hospitality scholars have consistently acknowledged the positive influence of knowledge sharing, field experimental research on the outcomes of knowledge management for the newcomer socialization process has been scanty. This study seeks to fill this gap by designing and testing a practical knowledge sharing intervention program in the hotel industry.

This chapter summarizes the growing theoretical and empirical literature on the role of education in disaster risk reduction with a focus on Southeast Asia. Education and learning can take place in different environments in more or less formalized ways. They can influence disaster vulnerability in direct and indirect ways. Directly, through education and learning, individuals acquire knowledge, abilities, skills and perceptions that allow them to effectively prepare for and cope with the consequences of disaster shocks. Indirectly, education gives individuals and households access to material, informational and social resources which can help reduce disaster vulnerability. This chapter highlights central concepts and terminologies and discusses the different theoretical mechanisms through which education can support disaster risk reduction. Supportive empirical evidence is presented and discussed with a particular focus on the role of inclusiveness in education and challenges in achieving universal access to high-quality education. Based on a situation analysis and best practice cases, policy implications are derived that can inform the design and implementation of education and learning-based disaster risk reduction efforts in the region.

Globally, elderly populations are increasing at unprecedented rates. This has precipitated change in the way practitioners are thinking of delivering eldercare services, especially in the public sector. In Norway, innovation scholars, the Norwegian government, and most municipalities delivering eldercare services agree that they must innovate to meet upcoming demands. However, infrastructural impacts are not expected for 15 years. Thus, the more difficult question becomes when a change is so distant, when or with whom should you innovate? The purpose of this paper is to determine innovative readiness by looking at group climate.

The study will explore the differences between two groups within an organization: one group that participated (participant group) in formal innovation training and and the other group (nonparticipant group that did not participate in the training). The differences in each group’s climate will be explored using a t-test.

There exist two identifiable group climates within the same organization. The participant group’s climate indicated that their members are ready for innovative change by showing that they are task oriented (C2), engaged (S1), and have an overall positive attitude toward innovation (A1 and A2). On the contrary, the nonparticipant group’s climate indicates that their members are not ready for innovative change. This group has a dominant role of acceptance (D2), rather than pursuing ideas or causes they believe in, they accept those tasks given to them. Each group’s level of innovation understanding was relatively similar prior to any formal training.

This research shows that even though a manager within an organization is championing or encouraging innovative behavior, there can still exist two different group climates: a group that is genuinely interested in innovation and one that is not. Should participation in innovation training be mandatory or voluntary? This study showed the latter that the participant group’s climate indicated its members were more ready for innovative change, while the nonparticipant group’s climate indicated its members were not. This could be an important group dynamic for managers to consider when building a new innovative initiative, especially if that organization struggles with maintaining engagement and positivity for that change.

The involvement of accounting in imperial expansion in the South Pacific during the mid‐nineteenth to the mid‐twentieth century is critically analysed. Through a study of archival data, it examines the way in which the practice of accounting became involved in the production of a calculative knowledge of imperialism. In particular, it explores: (a) the processes through which an indigenous Fijian élitist structure was transformed into a British instrument of domination and control; (b) the way in which accounting calculations and explanations were imposed upon the indigenous chiefs; and (c) the way in which accounting, once imposed, was used as an integral part of imperial policies and activities for Empire expansion. The study highlights that before annexation what was previously seen to be just a question of an “American debt” came to be seen as requiring formal imperial intervention. During formal imperial rule, however, British reaction to indigenous resistance to accounting‐based administration was managed through a bargaining policy. This change enabled high chiefs to enjoy a “special immunity” through accounting’s negotiable interpretations, interrelationships and explanations. Accounting as a financial and an administrative system of accountability thus became an integral part of a British‐imposed collaborative system of imperialism.

The literature on software project management is extended into the broader domain of large‐scale IS management by studying enterprise‐wide system upgrade projects. In particular; examines the role that the intervention of project management practices (formal project methodologies and outsourcing) play in large and/or complex IS projects, which result in good project performance.

A survey instrument was completed by 449 information systems managers about a specific upgrade project. The primary analytical approach used was structural equation modeling (SEM).

It was found that neither project complexity nor project size are good indicators of meeting a project's target date. Large projects that adopted formal project management practices were more probable to meet the project target date. Projects with a high degree of complexity which involved outsourcing and adopted formal project management practices, were more likely to meet the project target date.

Clearly, the message to managers of IS projects is to establish a project methodology, especially in large, enterprise‐wide projects, and when some degree of outsourcing is required.

Future research should consider additional measures of performance such as cost, end‐user satisfaction and business value.

Much had been written in the literature about how large, complex IT projects have high failure rates. Our study provides conclusive evidence that, the greater the degree of methodology implementation, the greater the chance for meeting the project's target date. Prior to this research, this had not been explicitly shown in the research literature.

This paper argues that many of the losses owing to computer‐related fraud could be avoided if organizations adopt a more pragmatic approach in dealing with such incidents. The paper suggests that in implementing controls, both within organizations and computer systems, a balanced approach be adopted. Such an approach should place equal emphasis on technical, formal and informal interventions. The argument is conducted by reviewing the nature of security breaches that have taken place in different parts of the world.