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Purpose – In an attempt to enhance patient safety, health care facilities are increasingly turning to crew resource management (CRM) and other teamwork training interventions. However, there is still quite a bit about such training interventions that remain unclear. Accordingly, our primary intent herein is to provide some clarity by providing a review of the literature, in hopes of highlighting the current state of the literature as well as identifying the areas that should be addressed by researchers in this field going forward.

Design/methodology/approach – We searched various electronic databases and utilized numerous relevant search terms to maximize the likelihood of identifying all empirical research related to the use of CRM training within health care. Additionally, we conducted a manual search of the most relevant journals and also conducted a legacy search to identify even more articles. Furthermore, given that as a research team we have experience with CRM initiatives, we also integrate the lessons learned through this experience.

Findings – Based on our review of the literature, CRM and teamwork training programs generally appear beneficial to individual employees, the groups and teams within such settings, and overall health care organizations.

Originality/value – In addition to reviewing the literature that addressed CRM and teamwork training, we also highlight some of the more critical aspects of CRM training programs in order for such initiatives to be as successful as possible. Additionally, we detail various factors that appear essential to sustaining any benefits of CRM over the long haul.

On the basis of person–job fit theory and conservation of resource theory, this study aims to develop and test a model to examine the impact of polychronicity on frontline employees’ job performance in hotel industry and simultaneously, investigate the moderating effects of supervisor, coworker and customer incivility as stressors in the relationship between polychronicity and employees’ job performance.

Data are obtained in North Cyprus from 262 frontline employees working in four- and five-star hotels.

The results suggest that polychronicity refers to employees’ performance. Customer incivility negatively and significantly influences job performance, but coworker and supervisor incivilities do not. Unlike coworker incivility, both customer and supervisor incivilities moderate the relationship between polychronicity and job performance; that is, high customer and/or supervisor incivility weaken the positive relationship between polychronicity and job performance.

Regarding the critical role of polychronic frontline employees, hotel management should recruit the right candidates and endeavor to retain such employees by offering monetary and non-monetary incentives, training and empowering. They may implement a zero-tolerance policy that simultaneously supports both parties (customers and employees).

The association between employee quality (i.e. polychronicity), job performance and incivility is often overlooked in the hospitality research. This study is the first attempt to consider the joint moderating effect of important social stressors (customer, coworker and supervisor incivility) in the hotel industry.

Begins with a brief overview of how public administration emerged as the positivist theory and technocratic practice of the modern administrative state. The question then becomes: To what extent has public administration been affected by the societal shift toward postmodernism? The author argues that public administration has moved some distance away from its positivist origins; however, the transformation of public administration is still incomplete. The author concludes that public administration should pay more attention to the recent developments of post‐positivist methods of analysis rather than attempting to adopt all the tenets of postmodernism. Large bureaucratic organizations remain typically modern, but they should not be either conceptualized or managed as small machines.

Observes that performance measurement models are largely based on deterministic assumptions about the world. Suggests that it is time to re‐align performance measurement with post‐deterministic discoveries made in the physical sciences, especially quantum physics. In the physical sciences, scientists have (reluctantly) come to accept that the world has a fundamental uncertainty at its core. Asks the question of what lessons can be drawn for performance measurement from this knowledge of the physical world. Addresses this question first by describing the development and epistemological consequences of three post‐deterministic (physical world) discoveries of: uncertainty, bounded instability, and self‐organisation. Then traces the equivalent path to uncertainty in management. Concludes that it is time for the oldest management theories, which still underpin current performance systems, to be realigned with knowledge on uncertainty. Ends with a look at two current performance systems, activity‐based management, and the Balanced Scorecard. In line with knowledge about fundamental uncertainty, these (and other) performance systems should focus on identification of the “aggregate system” critical few.

The purpose of this paper is to evaluate whether trust and distrust in upper-level managers exert different influences on the budgetary proposals of middle managers. Such proposals involve different levels of managerial effort that impact overall budgetary slack.

This paper is based on a laboratory experiment with 160 business managers.

The results show that the more (less) middle managers trust (distrust) their upper-level managers, the more (the less) effort they commit to budgetary proposals. The authors also find that middle managers with low trust are prone to invest more effort and thus create less budgetary slack than managers with high distrust. The results also show that the introduction of suspicion does not vary this initial choice of effort and budgetary slack.

This paper shows the importance of trust and distrust as informal control systems in organizations. The findings support the importance of extrinsic motivation for enhancing effort and reducing budgetary slack. There are a wide range of exogenous variables that have an effect on the development of trust and distrust.

Practitioners may improve their management control by facilitating trust and preventing distrust in interpersonal relationships because both are informal controls that can reduce and increase, respectively, dysfunctional behaviors in organizations, such as budgetary slack.

This paper is among the first to show the distinct effects of trust and distrust (high and low) in the efforts of middle managers. This study provides a dynamic viewpoint of trust through the introduction of suspicion in a budget negotiation.