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Workplace silence impedes productivity, job satisfaction and retention, key issues for the hospital workforce worldwide. It can have a negative effect on patient outcomes and safety and human resources in healthcare organisations. This study aims to examine factors that influence workplace silence among hospital doctors in Ireland.

A national, cross-sectional, online survey of hospital doctors in Ireland was conducted in October–November 2019; 1,070 hospital doctors responded. This paper focuses on responses to the question “If you had concerns about your working conditions, would you raise them?”. In total, 227 hospital doctor respondents (25%) stated that they would not raise concerns about their working conditions. Qualitative thematic analysis was carried out on free-text responses to explore why these doctors choose to opt for silence regarding their working conditions.

Reputational risk, lack of energy and time, a perceived inability to effect change and cultural norms all discourage doctors from raising concerns about working conditions. Apathy arose as change to working conditions was perceived as highly unlikely. In turn, this had scope to lead to neglect and exit. Voice was seen as risky for some respondents, who feared that complaining could damage their career prospects and workplace relationships.

This study highlights the systemic, cultural and practical issues that pressure hospital doctors in Ireland to opt for silence around working conditions. It adds to the literature on workplace silence and voice within the medical profession and provides a framework for comparative analysis of doctors' silence and voice in other settings.

Responding to a public outcry about the level of executive compensation in many corporations as well as the apparent weak linkage between performance and pay, on October 15, 1992, the SEC (US Securities and Exchange Commission) adopted new rules affecting corporate disclosure of compensation. These rules require that executive compensation and company performance be clearly presented, and that the compensation committee of the board of directors explain how they arrived at their compensation decisions. The new rule affects the 1993 proxy statements of all but the smallest publicly‐traded US corporations, and applies to results from the 1992 fiscal‐year.

No one could have predicted the outcry from the industry, the public, Congress and the media on the know your customer (KYC) proposal unveiled on 7th December, 1998. For many years, compliance officers had heard about the possibility of a regulatory proposal to formalise the policy of identifying new account holders, reporting suspicious activity and training all employees. What was finally released went far beyond that.

The purpose of this paper is to provide a historical account of the significant role that Connecticut businesses and business leaders had in the spread of Lean management throughout the USA. The paper aims to describe what happens when managers do not understand and apply an important principle of Lean management.

Survey of published and unpublished records, as well as personal communications with key figures.

Establishes the role and importance of Connecticut businesses and business leaders in the discovery and dissemination of Lean management in America since 1979, external to Toyota and its affiliated suppliers.

The accuracy of some past events necessarily relies on the recollection of key figures that were obtained by personal communications.

Describes how an important principle, “respect for people,” was not understood by most management practitioners, thus hindering efforts to correctly practice Lean management and improve business performance.

The paper provides a historical account of Lean management in America, focusing on activities that occurred in the State of Connecticut post‐1979. Description and relevance of a key area of misunderstanding among practitioners of the Lean management system.

This paper examines the potential relationship between the history of American generations and the development of American management thought. The paper reviews the recently developed generational theory of American history, along with the generational concept itself. Then, the leading thinkers in the history of the management discipline are classified according to their generational membership. The potential theoretical and research implications of the interplay of managerial and historical generations are then discussed.

The authors report on their findings from an ongoing seven‐year research project on the intersection of entrepreneurship, marketing and technology. The focus of their research is to identify factors that lead to better, faster and less expensive new product and service development. The present study investigates new product development practices in high‐technology small‐to‐medium enterprises (SMEs), including electronics and computer, biotechnology, military software, space, and electronic machinery companies. Gathering data from 60 new product development projects, the authors found that successful project teams perform certain practices better than unsuccessful ones. These include project visioning, process proficiency, management support, documentation systems, established project deadlines, team processes, and communication. Further, the authors identified critical success factors in the new product development projects as process proficiency, effective filing system, an established project deadline, information coding, and reduced formal communication within teams.

THE New Year should be one of much progress in the organization of Librarianship. We wish our readers all the pleasure and prosperity that may come from increasing activity and growing public esteem. Every year we are able to record some progress in the general estimate in which the work of libraries is held; we have not reached, and do not even approximate, to the efficiency and perfect service that we desire to attain and to render; but we believe that the library movement is on the right road.

Outlines the role of directors and previous research on their selection, reputation, relationship to firm performance and multiple directorships, noting criticism of those who sit on many boards. Develops hypothese on the value directors provide through their time and expertise and tests them on a sample of 121 US firms being targeted for takeover 1989‐1993 to explore the link between pre‐offer and post‐offer firm performance and the number of directorships held by their directors. Presents the results, which suggest that directors with less time (i.e. more directorships) do not necessarily provide worse routine monitoring or lead to lower merger premiums. Recognizes some other factors affecting interpretation and calls for further research.

This paper aims to examine the impact of a firm's emotional capability on its performance by considering the environmental dynamism, and to enhance the literature on organizational change and competencies.

The study involves a questionnaire‐based survey of managers and employees from a variety of firms operating in Turkey. A total of 356 surveys from 112 firms were received and subjected to moderated multiple hierarchical regression analyses.

The results show that firm emotional capability, which involves the dynamics of encouragement, displaying freedom, playfulness, experiencing, reconciliation, and identification constructs, has a significant effect on the firm's financial performance and organizational effectiveness. Further, that the relationship between emotional capability and firm performance was influenced by the environmental dynamism including changes in industry, competition and consumer.

This study only scratched the surface in the important research area on emotional capability in organizational change management scholarship; hence this requires further empirical research.

This study helps managers to understand the role an organization's skill plays in the management of its employees' emotions in order to increase the firm's performance in changing environments.

The paper explores the emotional perspective of organizational capabilities on a firm's financial performance and organizational effectiveness to increase one's comprehension of successful capabilities‐environment matching, and understanding of the capabilities of firms for continued and effective adaptation.

As a fascinating concept, the term of organizational memory attracted many researchers from a variety of disciplines. In particular, the content of organizational memory, which involves declarative and procedural memory, found broad research interest in the management literature. Nevertheless, there is sparse research in the management literature on the emotional content aspect of organizational memory. Emotional memory is a less obvious aspect of the organizational memory and should be conceptualized, defined and investigated to enhance the literature on the organizational memory. The purpose of this study is to: define and establish the characteristics of organizational emotional memory; discuss the process of emotional memory in organizations such as how emotional memory can be developed and retrieved, and where it can be stored in organizations; and develop arguments regarding the roles of emotional memory in organizations to enhance the current theory on organizational memory.

This study reviews a variety of literature on the organizational memory and emotions.

This study demonstrated that emotional memory of organizations influences their routines, beliefs and procedures, and management should consider the past emotional experience of organizations to be more innovative.

By introducing the emotional memory process in organizations, this study helps managers to control, regulate or manipulate the recollections of past emotional events to perform effectively.

This study offers a contribution to the management literature by identifying the emotional memory concept and its processes, and presenting a model of interrelationships among emotional memory, declarative and procedural memory. In particular, this study adds new insight to the literature on the emotional life of organizations and offers literature a tool for both understanding and theorizing about emotion in organizations by making emotional memory concept explicit in a multidisciplinary understanding of organizational phenomena, and by providing a framework to clarify how we might conceptualize emotional memory.