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Since the re‐emergence of picketing as a popular form of protest among strikers in the mid‐1960s, there has been a considerable outcry from the public, press and parliamentarians about the tactics sometimes employed. This protest grew as the nation experienced first the “winter of discontent” embracing the National Health Service strike at the end of 1978 and the road haulage dispute in January 1979, and later national stoppages, both involving picketing, in the engineering and steel industries. There was, it seems, much to complain about; there were too many incidents to add to those earlier sensations of the new picketing era—Roberts Arundel in 1966/67, the Fine Tubes saga of 1970, the “Shrewsbury” flying pickets and the mass miners' blockade of the Saltley coke depot in 1972 and the long running and acrimonious Grunwick affair of 1976.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The structure of employee organisations in Britain and the labyrinthine character of our industrial relations system presents to trade unions a communication problem of extreme complexity. Multi‐level union representation, often extending over many industries has, over the past two decades in particular, stretched to the limit traditional branch, district and national organisation. Without the phenomenal growth in numbers of unpaid shop stewards, representatives who frequently act with a sense of independence which may astonish observers from other countries, it would hardly have been possible to service the expanding membership and negotiating activity of that period. This development has brought its own elaborations of problems of communication between paid officials and the rank and file and laid increasing emphasis on those of multi‐unionism, at one time reasonably handleable at national level, but now extended into the more difficult area of the work place.

Purpose – Research on hospital system organization is dated and cross-sectional. We analyze trends in system structure during 2000–2010 to ascertain whether they have become more centralized or decentralized.

Design/Methodology/Approach – We test hypotheses drawn from organization theory and estimate empirical models to study the structural transitions that systems make between different “clusters” defined by the American Hospital Association.

Findings – There is a clear trend toward system fragmentation during most of this period, with a small recent shift to centralization in some systems. Systems decentralize as they increase their members and geographic dispersion. This is particularly true for systems that span multiple states; it is less true for smaller regional systems and local systems that adopt a hub-and-spoke configuration around a teaching hospital.

Research Limitations – Our time series ends in 2010 just as health care reform was implemented. We also rely on a single measure of system centralization.

Research Implications – Systems that appear to be able to centrally coordinate their services are those that operate in local or regional markets. Larger systems that span several states are likely to decentralize or fragment.

Practical Implications – System fragmentation may thwart policy aims pursued in health care reform. The potential of Accountable Care Organizations rests on their ability to coordinate multiple providers via centralized governance. Hospitals systems are likely to be central players in many ACOs, but may lack the necessary coherence to effectively play this governance role.

Originality/Value – Not all hospital systems act in a systemic manner. Those systems that are centralized (and presumably capable of acting in concerted fashion) are in the minority and have declined in prevalence over most of the past decade.

Gossip is part of everyday life and can play an important role in society. It has been part of human communication since we started to talk and is common to communities around the world. Evidence of gossip adorned the walls of ancient tombs in Egypt, and advice against gossiping can be found in the words of King Solomon in the Old Testament, in the theses of Greek philosophers, and in proverbs from all cultures. Yet gossip continues to be all around us, and most of our conversation time involves some form of it. Despite this, those who initiate gossip are often derided for being gossip mongers, and not without good reason. At its worst, gossip can destroy reputations and businesses, be used as a form of bullying, and cause a great deal of distress. In this chapter, however, I focus on why and how gossip is used and the purpose it serves in village life. Ambridge resident Susan Carter is a renowned gossip with high, unsubtle output compared to other villagers. I look at Susan's gossiping at both a psychosocial level and in terms of benefits she may gain. I also discuss gossip at the village level from two perspectives. I explore the importance of gossip to village life based upon peer reviewed literature, and relate these findings to the comings and goings of the residents of Ambridge. I then also look at how gossip is needed to relay storylines to the listeners. Finally, social media has helped to bring together Archers fans who like nothing more than to spend hours gossiping about their favourite villagers and berating Susan for her tittle-tattle. Yet The Archers wouldn't exist without gossip, so maybe we should be grateful to Susan and carry on gossiping.

Social Work education has seen some changes since my first paper on how The Archers could be used to enhance a student's understanding of service user experiences (Burrows, 2016). Social Work students still, however, need to understand the difficulties that their future service users may experience; learning is developed through lectures, seminars and workshops, and most of all through practice experience, but a real challenge for educators is how to show students the constant lived reality of families and communities who have complex difficulties. A visit to a household only gives a snapshot of their life, and service users may be guarded in their behaviour during a professional visit. My original paper considered the educational value of the ‘fly-on-the-wall’ perspective of The Archers, in catching unguarded moments and drawing attention to issues in the community. From the impact of rural poverty and unaffordable housing, through issues of mental health, hospital discharge, to adult survivors of child sexual abuse and the tangled webs of modern slavery, these issues will resonate with any social worker, in Adult, Children and Families or Mental Health fields. These are not just issues in a rural setting; professionals in more urban settings will recognise these as things the families and individuals they work with must deal with from time to time.

Purpose – To develop a framework for studying financial incentive program implementation mechanisms, the means by which physician practices and physicians translate incentive program goals into their specific office setting. Understanding how new financial incentives fit with the structure of physician practices and individual providers’ work may shed some insight on the variable effects of physician incentives documented in numerous reviews and meta-analyses.

Design/Methodology/Approach – Reviewing select articles on pay-for-performance evaluations to identify and characterize the presence of implementation mechanisms for designing, communicating, implementing, and maintaining financial incentive programs as well as recognizing participants’ success and effects on patient care.

Findings – Although uncommonly included in evaluations, evidence from 26 articles reveals financial incentive program sponsors and participants utilized a variety of strategies to facilitate communication about program goals and intentions, to provide feedback about participants’ progress, and to assist practices in providing recommended services. Despite diversity in programs’ geographic locations, clinical targets, scope, and market context, sponsors and participants deployed common strategies. While these methods largely pertained to communication between program sponsors and participants and the provision of information about performance through reports and registries, they also included other activities such as efforts to engage patients and ways to change staff roles.

Limitations – This review covers a limited body of research to develop a conceptual framework for future research; it did not exhaustively search for new articles and cannot definitively link particular implementation mechanisms to outcomes.

Practical Implications – Our results underscore the effects implementation mechanisms may have on how practices incorporate new programs into existing systems of care which implicates both the potential rewards from small changes as well as the resources which may be required to obtain buy-in and support.

Originality/Value – We identify gaps in previous research regarding actual changes occurring in physician practices in response to physician incentive programs. We offer suggestions for future evaluation by proposing a framework for understanding implementation. Our model will assist future scholars in translating site-specific experiences with incentive programs into more broadly relevant guidance for practices by facilitating comparisons across seemingly disparate programs.

The chapter makes an attempt at hybridization between three relatively separate fields of inquiry: (a) theories and studies of collective intentionality and distributed agency, (b) theories and studies of social capital in organizations, and (c) cultural–historical activity theory. Employees’ collective capacity to create organizational transformations and innovations is becoming a crucially important asset that gives a new, dynamic content to notions of social and collaborative capital. In philosophy, sociology, anthropology and cognitive science, such capacity is conceptualized as distributed agency or collective intentionality. The task of the chapter is to examine the possibility that current changes in work organizations may bring about historically new features of collective intentionality and distributed agency. The understanding of these new features is important if we are to give viable content to the emerging notion of collaborative capital. After a conceptual overview, the chapter will first analyze a fictional example of distributed agency, then findings from the author's fieldwork in health care settings. In conclusion, the chapter will propose the notions of ‘object-oriented interagency’ and ‘collaborative intentionality capital’ as characterizations of important aspects of agency and intentionality currently taking shape in work organizations.

Discusses challenges facing the US health‐care system now that prepaid or capitated health plans are gaining market share. Investigates how this affects providers, payers and policy makers and the concerns for the maintenance of a quality system. Concludes that the current changes in the US health‐care system are driven by the changing role of the consumer, concerns for quality and efforts to contain costs. Maintains that further research is needed to provide better guidelines to help these challenges to be met.