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The construction industry plays an important role in the achievement of the 11th and 15th of the Sustainable Development Goals. Efforts have been made by most developing and developed economies toward the achievement of these goals. Despite the efforts being made by the construction industry toward the achievement of these goals, there are still barriers that prevent built environment consultants from advancing environmental sustainability (ES) of construction projects. The purpose of this paper is to identify barriers to ES of construction projects.

An extensive literature review on barriers to the adoption of ES was conducted and face-to-face semi-structured interviews of purposively selected built environment consultants in Ghana were carried out. Thematic template analysis of qualitative data was conducted.

The key findings from the study include perceived initial costs, lack of knowledge on ES, technological difficulties, external pressures in adopting ES practices and environmental conditions in developing countries.

The outputs of this study offer strategies which are very significant to the construction industry in embracing ES. Further, the findings contribute to knowledge on achieving the sustainable development agenda.

This article presents a psychoanalytically informed diagnosis of top management team (TMT) dysfunction during TMT training in a public sector organization. Outdoor management development exercises and the psychodynamics of family groups increased the psychological depth of a training intervention, eliciting dysfunctional behavior and facilitating diagnosis based on Bion’s theory of groups. Dysfunctional basic assumption behavior prohibited the group from effectively accomplishing the task of the work group. Implications for trainers and consultants are discussed.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

This article aims to provide business managers and executives with a framework of how to best utilize and implement teams in the workplace so as to maximize both internal and external diversified skill sets capabilities in team members.

A combination of primary and secondary research was conducted to highlight and strengthen the authors' views and opinions. The original ideas and basic concepts are based upon the authors' own experiences.

Companies have much to gain from utilizing teams and teamwork within and across corporate boundaries. Success is more likely to be achieved if the team has certain core characteristics. In addition, a heterogeneous team composition could optimize efficiency, quality, and innovation. By collaborating and teaming with external parties companies can overcome internal resource limitations and achieve competitive advantage, greater profitability and maximize chances for long‐term survival.

The article is primarily based upon the authors' own experiences and opinions, which may differ from results of studies and research done on the subject. The secondary research was limited. The survey conducted by the authors was not scientifically constructed. The sample size was small (n=32) but yet statistically significant and based upon a convenience sample.

The article may help company executives and managers who want go get the most out of their employees and enhance their work teams' productivity levels, output quality, and creativity.

The article is a clear and concise read relating to a highly relevant business topic. It takes a multi‐level approach to the concept of teams in the workplace, and could serve as a good guide to business leaders on how to create the most efficient and effective work environment for their employees that will ultimately result in more successful and profitable operations.

This paper aims to focus on the involvement of mental healthcare professionals in a co-design process of a digital healthcare platform. Many people with severe mental disorders need constant support and monitoring, and with long waiting lists and scarce resources in mental healthcare, there is a dire need for innovative digital solutions to counteract those issues. This paper elaborates on a co-design process of a digital platform and mobile app designed for people with mental disorders. The platform primarily considers two perspectives: i) the patients and ii) the healthcare professionals.

This paper is based on canonical action research, where the co-design involvement with 13 healthcare professionals is analyzed and their interactions with three primary scenarios are focused.

The main contribution of this paper is three co-design principles: i) clarity and information accessibility regarding the patient's side, ii) efficiency and flexibility when it comes to the healthcare professional's side and iii) a notification function in the mobile application.

The theoretical contribution is the conceptualization of the three co-design principles that others can use when designing digital platforms in healthcare in general and psychiatric care in particular. The practical contributions are firstly outlined through the co-design process itself, where scenarios to guide the work are used, and secondly, the improvements made in the digital platform derived from the results of the co-design process.

This paper aims to examine the effectiveness of organizational information technology (IT)-based and non-IT-based knowledge transfer mechanisms (KTMs) for the retention of different types of knowledge from mobile experts. It differentiates among four types of knowledge loss (KL), namely, conscious knowledge (i.e. individual explicit knowledge that can be codified); codified knowledge (i.e. explicit knowledge captured at the social level); automatic knowledge (i.e. implicit individual knowledge); and collective knowledge (i.e. implicit knowledge embedded in the organization).

A research framework connecting the organizational knowledge retention (KR) cycle to KL is developed and an exploratory analysis is conducted using data from two case studies in the Canadian federal public service. Findings are confirmed using a third government agency.

Without the right processes in place for organizational knowledge retrieval and reuse, the KR cycle is not complete, leading to KL. The lack of available social KTMs for the conversion of individual to social objectified knowledge leads to KL. KTMs shortcomings increase the risk of automatic and objectified KL.

Exploratory results demonstrate that KL does not always equate to lack of KR. Implementing knowledge-specific organizational KTMs is important to encourage the retention of individual knowledge at the social level. Propositions and a framework are developed for future research.

Mobile experts hold valuable knowledge at high risk of being lost by organizations. This paper provides managers with a set of guidelines to develop a knowledge-specific strategy focused on KTMs that increase KR and mitigate KL.

This paper challenges the assumption that KL only results from poor retention and studies both retention and loss to identify additional types of unintentional loss that occur when individual knowledge is not converted to social knowledge.