This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School,Cardiff University, 6‐7th September 2005
This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005
Wrong lens implants have been associated with the highest frequency of medical errors in cataract surgery. The purpose of this paper is to explore the use of the Systems…
Wrong lens implants have been associated with the highest frequency of medical errors in cataract surgery. The purpose of this paper is to explore the use of the Systems Engineering Initiative for Patient Safety (SEIPS) framework to sustainably reduce wrong intraocular lens (IOL) implants in cataract surgery.
In this mixed-methods study, the SEIPS framework was used to analyse a series of (near) misses of IOL implants in a national tertiary specialty hospital in Singapore. A series of interventions was developed and applied in the case hospital. Risk assessment audits were done before the interventions (2012; n=6,111 surgeries), during its implementation (n=7,475) and in the two years post-interventions (2013-2015; n=39,390) to compare the wrong IOL-rates.
Although the absolute number of incidents was low, the incident rate decreased from 4.91 before to 2.54 per 10,000 cases after. Near miss IOL error decreased from 5.89 before to 3.55 per 1,000 cases after. The number of days between two IOL incidents increased from 35 to an initial peak of 385 before stabilizing on 56. The large variety of available IOL types and vendors was found as the main root cause of wrong implants that required reoperation.
The SEIPS framework seems to be helpful to assess components involved and develop sustainable quality and safety interventions that intervene at different levels of the system.
The SEIPS model is supportive to address differences between person and system root causes comprehensively and thereby foster quality and patient safety culture.
IT IS PERHAPS with wry understatement that the recent public declaration by the Library Association Council on the subject of library expenditure includes the remark that ‘The Library Association does not claim that libraries should be exempt from the economies which must now be borne by all’, for it has been manifestly apparent, since some dim realisation of national economic crisis first began to seep into the quasi‐cerebral thought processes of those who conduct government and local government, that the first neck upon which the sharpness of the axe would be tested has been library services everywhere.
Earlier in the year, during the national steel industry strike, the House of Lords overturned a judgment of Lord Denning, MR, that sections of the industry unaffected by the trade dispute could be regarded as outside the Act and its amendments and that unions could be restrained in their application of immune activities to those firms. The decision apart, their Lordships in delivering judgment reaffirmed that only Parliament had power to make the Law; it was not the function of Judges to do this, their's to interpret and apply the Law. In strict legal terms and applying to statutes and statutory instruments, this is true; but in the widest sense, judges have been making law for centuries. Otherwise, from whence cometh the Common Law, one of the wonders of the world, if not from the mouths of H.M. Judges. Much of it is now enshrined in statute form, especially Criminal Law, but initially it was all judge‐made. In most systems of human control and function, complete separation is rarely possible and when attempted the results have not been conspicuously successful.
Did M&A die with the '80s? Far from it. Take Haworth, the furniture company. Seven years ago it was sitting pretty in Michigan, content to sell a few desks and chairs. But a careful use of M&A, as a strategy, not a reflex, has turned it into an international power.
When we take the lens of race, ethnicity, gender, and class to the collected academic work on women business owners, what does it reveal? What do we really know? Are there…
When we take the lens of race, ethnicity, gender, and class to the collected academic work on women business owners, what does it reveal? What do we really know? Are there differing definitions of success across segments of the women businessowner demographics? Do the challenges faced by African American women entrepreneurs differ from those confronting white female entrepreneurs? Do immigrant female women businessowners face more significant institutional barriers than their counterparts who have been U.S. citizens for at least two generations? Are there similar reasons for starting their businesses?
The purpose of this paper is to contribute to theory of hybrid organizations, with particular regard to state-owned enterprises (SOEs) and their ability to contribute to…
The purpose of this paper is to contribute to theory of hybrid organizations, with particular regard to state-owned enterprises (SOEs) and their ability to contribute to sustaining value pluralism in the public sector.
The paper offers a qualitative case concerning ongoing performance management reforms in the corporate governance of SOEs in Sweden, which is analyzed using theory on valuation and evaluation.
It is found that the number of non-financial values is reduced with reference to categorization. Attempts are made to change the perception of the potential value conflict at hand between financial and non-financial missions by adding a number of neutralizing “meta values” such as transparency and efficiency to the performance language in use. There is a risk of mission drift as a clear hierarchization of values, prioritizing financial values, is created and sustained in “investment teams.” Processes, standards and dialogues are all dominated by an economic logic despite formal aspirations to balance the values at stake. The few remaining non-financial values are translated into economic language aiming for a commensuration of the performance of the different missions. In addition, the ambition of the public policy assignment may be further reduced by de-coupling.
The paper suggests a novel approach to hybrid organizations in general and SOEs in particular when exploring how the values underlying complex missions are configured in “value work” performed by government officials in Swedish government offices. Such analyses of value work in the micro-practice of hybrids offer a more fine-grained understanding of organizational dilemmas that are commonly acknowledged, but more seldom explained in empirical detail.
Supply chain management (SCM) emerged in the early 1980s as a result of the rapidly changing and challenging business environments in many industries. SCM is a consequence…
Supply chain management (SCM) emerged in the early 1980s as a result of the rapidly changing and challenging business environments in many industries. SCM is a consequence of the increased necessity for holistic considerations in, between and across companies’ business activities and resources in and between marketing channels, in order to improve the overall performance towards the ultimate consumer in the marketplace. SCM’s generic theoretical foundations are derived from time‐, functional‐, and relationship‐dependencies in, between and across companies’ business activities in marketing channels. There are major similarities and minor differences in the theoretical boundaries between SCM and Alderson’s interpretation of a functionalist theory of marketing. The author argues that the theoretical origin of SCM is derived from, and underpinned by, a part of this functionalist theory of marketing. Furthermore, there is a need for a generic re‐definition and expansion of the theoretical boundaries of SCM towards the incorporation of horizontal dependencies between marketing channels in the marketplace.