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A range of strategies to improve pharmaceutical care has been implemented by population health management (PHM) initiatives. However, which strategies generate the desired outcomes is largely unknown. The purpose of this paper is to identify guiding principles underlying collaborative strategies to improve pharmaceutical care and the contextual factors and mechanisms through which these principles operate.

The evaluation was informed by a realist methodology examining the links between PHM strategies, their outcomes and the contexts and mechanisms by which these strategies operate. Guiding principles were identified by grouping context-specific strategies with specific outcomes.

In total, ten guiding principles were identified: create agreement and commitment based on a long-term vision; foster cooperation and representation at the board level; use layered governance structures; create awareness at all levels; enable interpersonal links at all levels; create learning environments; organize shared responsibility; adjust financial strategies to market contexts; organize mutual gains; and align regional agreements with national policies and regulations. Contextual factors such as shared savings influenced the effectiveness of the guiding principles. Mechanisms by which these guiding principles operate were, for instance, fostering trust and creating a shared sense of the problem.

The guiding principles highlight how collaboration can be stimulated to improve pharmaceutical care while taking into account local constraints and possibilities. The interdependency of these principles necessitates effectuating them together in order to realize the best possible improvements and outcomes.

This is the first study using a realist approach to understand the guiding principles underlying collaboration to improve pharmaceutical care.

Guiding principles are knowledge structures that call to mind collective narratives with emotional content, and are articulated and used heuristically to guide decision making in organizations. The purpose of this paper is to explore how: guiding principles become integrated in management teams through discursive processes of social learning, and how process techniques from the realm of organizational learning can be used to facilitate the development of guiding principles.

Develops theoretical findings drawing from the organizational learning literature, and explores these findings through use of a two‐part illustrative case study of guiding principles development in a European telecommunications firm.

It was found that guiding principle development may be facilitated using process techniques similar to those proposed for integrating organizational learning, namely, a dialogue‐intensive process involving stages of inquiry, divergence and convergence.

The study focuses on dialogue, while future studies may usefully focus on non‐discursive aspects of the conversational setting and structure in which the empirical case was embedded.

This paper combines both theory development with illustrative empirical data to shed light on the process by which guiding principles may be intentionally developed in an organizational setting.

Indicators-based framework has been developed for the sustainability assessment of infrastructure projects but this framework has limitations in quantifying the qualitative parameters. The top-down approach that utilizes principles to assess the sustainability of infrastructure projects has the ability to consider qualitative parameters. The research on the development of principles-based approach is however limited and, in fact, the study on the development of principles to assess the sustainability of public–private partnerships (PPPs) infrastructure projects is in a nascent stage. The purpose of this study is the development of an empirical framework of guiding principles that will facilitate the assessment of PPPs from sustainability perspective. The study has used a grounded theory qualitative approach by using interviews and literature as primary and secondary data sources, respectively, to develop the framework of guiding principles to achieve goals of sustainable infrastructure development through PPPs. The framework comprises 18 guiding principles, which will act as guidelines to facilitate promotion of sustainable practices throughout the life cycle of PPP project so that sustainability goals can be accomplished. The guiding principles could be used as the qualitative parameters for public and private sector to assess the sustainability of PPP infrastructure projects. This chapter presents critical insights on principle-based approach for sustainability assessment of PPP projects, which has not been the focus in the majority of earlier studies.

Continued research around innovation within small- and medium-sized enterprises (SME) family businesses is needed to better understand the influence of specific resources and capabilities that might promote and/or constrain entrepreneurial activities. The purpose of this paper is to develop an organising framework investigating SME family business innovation drawing on a Schumpeterian understanding of innovation as the introduction of new combinations.

Four guiding principles are developed and applied to an illustrative case study of an entrepreneurial family business that highlights the usefulness of complexity thinking for understanding innovation.

NZ Sock provides a rich illustrative case study to highlight how principles of complexity thinking along with Schumpeterian notions of innovation can usefully inform the authors’ understanding of entrepreneurial SME family businesses. The proposed guiding principles offered are borne out in application to the illustrative case example.

The findings suggest that complexity thinking and a Schumpeterian lens can usefully inform and extend the authors’ understanding of innovation within entrepreneurial SME family businesses. Further research would benefit from exploring the guiding principles proposed in other entrepreneurial SME family businesses to further substantiate this field of inquiry.

Principles of complexity thinking may provide additional understanding and insight for SME family business members needing to innovate and adapt to ever-changing operating environments.

Innovation is critical to the long-term survival and success of such firms; yet, to date little theoretical contribution and research has been offered in the field of innovation within the context of SME family businesses. Complex adaptive systems provide a lens from which to understand such businesses and that that a complexity framework helpfully allows attention to be given to such phenomena as emergence, adaptability and combinations through which innovation outcomes and processes may be understood. This paper offers four guiding principles that can be further tested and refined.

Academic libraries develop strategic plans as instruments for grounding operational work in shared vision and measurable goals. The authors of this chapter test the assumption that technical services work is often absent in library strategic plans, even if that work is an assumed component. They explore the representation of technical services through a rich content analysis of Association of Research Libraries member strategic plans to reveal key themes and use the results as a tool to more broadly develop a set of guiding principles for technical services professionals in the 21st century. To provide valuable and relevant services to users, technical services professionals must develop bold and sustainable guiding principles informed by both their representation in their libraries' strategic plans and emerging trends in academic libraries.

Marketing doctrine (MD) refers to a “firm's unique principles, distilled from its experiences, which provide firm-wide guidance on market-facing choices” (Challagalla et al., 2014, p. 4). Drawing on the knowledge-based view, the purpose of this paper is to develop a model of how MD is used and provide the first quantitative test of its relationship with business success.

The authors advance the understanding of MD by providing a mixed-methods paper. In Study 1, a survey-based quantitative study was used. The final sample comprised 349 internationally active strategic business units (SBUs) of Israeli firms. Data were analysed using structural equation modelling. Study 2 provides insights into the use of MD based on 20 in-depth interviews.

The cross-sectional evidence shows that there tends to be more MD Use in higher-performing firms. The important roles of MD Clarity and MD Knowledgeability as mobilising processes of MD Use are demonstrated. Learning by doing impacts MD Use only through MD Clarity and MD Knowledgeability.

MD is a new strategic tool that can be applied practically. MD may provide a straightforward way of communication between international ventures. MD Use may allow global consistency and flexibility within local markets, simultaneously. Therefore, marketing managers are advised to supplement MD to their portfolio of management tools.

This paper is the first to investigate empirically, through newly developed scales, whether and how MD's core processes (learning by doing, MD Clarity, MD Knowledgeability and MD Use) are related to the success of international ventures.

In this final chapter, we explore the ever-evolving 21st century landscape where ethics drive community development toward resilience and progress. Drawing inspiration from the subheadings mapping our journey, we traverse international case studies spanning Canada, Brazil, Sweden, Kenya, China, Australia, Antarctica, and India. Through these global insights, we uncover the impacts of dynamic forces on communities worldwide, navigating ethical dilemmas and opportunities. We present strategies tailored to diverse continent-specific needs, explore inclusive governance models, and highlight the transformative power of ethical engagement. This journey underscores the vital role of resilience and concludes with a global call to embrace ethical approaches for inclusive community development and a sustainable future.

The purpose of this paper is to empower teachers to engage in a process of curricular transformation to integrate a social justice framework, even if it means starting with small steps.

The authors present a set of guiding principles on which social studies teachers can draw to transform their curriculum to embody a social justice framework within and across units of historical inquiry. The principles are anchored in an example historical unit, the Chicago Haymarket Affair of 1886, and an analogous contemporary sub-unit, The Exonerated Five (formerly The Central Park Five incident of 1989).

The guiding principles represent an accessible approach educators can flexibly apply to their process of curricular transformation. The authors provide a balanced approach of emphasizing the need for educators to restructure social studies curriculum with the feasibility of this process at larger or smaller scales according to educators' readiness for change.

The authors outline a process to empower teachers to change the status quo of their social studies teaching, at a scale determined by the teacher. The authors provide a practical, concrete set of guiding principles for educators to make changes that represent social justice integration aligned with existing social studies curriculum and standards. The authors encourage teachers to reflect on their readiness for and progress toward transforming their curriculum to integrate a social justice framework.

In Hungary, soon after the democratic transition in 1989/1990, the institution of the general ombudsman was established, based on the Swedish model, possessing broad oversight. Since 2012, with the Fundamental Law (new constitution) and a new ombudsman act entering into force, the defense of children’s rights has become one of the legal obligations of the general ombudsman. In this chapter, the author examines the historical background of this “hybrid” institution¹ and the performance of the last three commissioners based on the child rights approach of the UN Convention on the Rights of the Child (UN CRC).

The UN CRC represents the “whole child” approach, a holistic view of a child which also informs the work of independent children’s rights institutions (ICRIs). Hence, the four guiding principles of the UN CRC² (the right to non-discrimination; the best interests of the child; the right to life, survival and development; and the right to participation) can be seen as analyzable elements of an ICRI’s performance. There are also “informal” factors that can influence the performance of an ICRI – even a stand-alone – for example, social and political recognition of the institution, the societal and legal regard of children (are their rights widely recognized or not, etc.), the personal motivation and drive of the ombudsman, the ombudsman’s own interests and background, the financial constraints of the office and the overall political atmosphere and various political influences around. These factors can play a vital role, but their existence can only be assumed in cases where the institution’s more exact outputs based on the UN CRC guiding principles can be seen: the appearance of children in its work, attention to vulnerable groups and cases related to non-discrimination, the number of complaints submitted to the commissioner (including those by children) and the appearance of best interests of children in cases. The author has found differences between the last three commissioners’ performances based on the guiding principles, which are also not independent from informal factors too.