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This paper briefly describes a small research study, and presents its findings on the factors that have had an impact on the implementation of single shared assessment (SSA) in co‐located primary care and social work teams. Findings highlight continuing difficulties of policy implementation and the need for ongoing support, guidance and training.

The purpose of this paper is to examine the problems that different public sector bodies' face in joint planning to develop and share facilities and property services and how they have overcome some of them. It examines those difficulties that remain outstanding as the public sector strives to meet changing demands on its services and public expectations within limited resources. It is designed to help facilities managers facing similar problems and to stimulate researchers to investigate some of the outstanding issues.

This paper examines the history of the North East of Scotland Public Sector Property Group (NESPSPG) since its inception in 2001 and examines its successes and its outstanding problems as a case study for the wider “Efficient Government” agenda.

The NESPSPG has been innovative and successful in addressing a number of difficult facilities management (FM) problems. There are some problems that are less tractable and require assistance and reform outside the control of the constituent members of the group if more progress is to continue and the “Efficient Government” agenda may provide some of the solutions.

The paper presents recent historic material describing the NESPSPG projects to help in identifying issues that need consideration by the FM profession. It sustains the debate between FM practitioners, central and local government policy‐makers and academic researchers on the efficient collaborative use of public sector assets in Scotland's public sector.

The paper is a viewpoint paper and an exposition of a practical case study illustrating the problems faced by public sector facilities managers in a particular locality and considers how this sheds light on wider FM issues of collaborative working.

The purpose of this paper is to describe the approach adopted to building relationships between health and social care in Birmingham.

This is a practical case study, reflecting on personal experience of being directly involved in the situations and discussions described. It supplements a 2012 paper (Lotinga and Glasby, 2012) on the creation of Birmingham’s Health and Well-being Board.

Local history and context is crucial in shaping the nature of local joint working initiatives – understanding where local services have come from and why they have made the choices they have is a crucial pre-requisite for understanding current and future opportunities.

This paper aims to place joint working between general practice and social work in a broader organisational, financial and policy setting – and placing local developments in this wider context is crucial for understanding barriers and opportunities locally.

In the absence of a detailed evidence base, front-line practice is often far ahead of the current research evidence. This means that local case studies like this are crucial in terms of sharing learning with other areas of the country, with policy makers and with researchers. While many case studies of joint working are small in nature, Birmingham is the largest local authority in Europe – so this paper also contributes learning based on trying to develop joint working in very large, complex authorities.

Policy and practice documents are increasingly adopting a focus on outcomes. This article seeks to clarify what is meant by the term ‘outcome’, the outcomes that have been highlighted in key policy documents, and the extent to which they reflect the outcomes prioritised by service users. The discussion will draw on the early stages of a DoH‐funded project exploring the effectiveness of health and social care partnerships from the perspectives of service users.

This paper seeks to explore the development of a discharge programme in one learning disability hospital in Scotland. The study aims to concentrate on organisational developmental changes in that institution. The model of the management during the discharge programme was investigated. The aim of the study is to explore how the discharge programme developed, as seen under the lens of organisational change, in order to find out what kind of model of management is more suitable in similar programmes.

A case study was employed. Data were collected by means of interviews. The interviews followed a structured format. The sample of the study had to be a purposive sample and the method of snowball sampling was used; finally, 28 interviews were conducted. A grounded approach was adopted for the data analysis. The software program QSR “NUD*IST” (version “N6”) was used as a technical tool, in order to facilitate the data analysis.

The findings of this study show that various management models were adopted in the four phases of the discharge programme. These different models represent a “quest” by the institution's management regarding the most appropriate model for managing the discharge programme. This study shows that this goes on continuously in organisations under transition until they settle down to a more permanent state.

It was concluded that management models, which are composed of characteristics from the organic theory of organisational management, could apply in discharge programmes. The data gathered enabled the researcher to arrive at a model of management which is suitable for managing organisational changes in discharge programmes, the named “stakeholder management model”.

This paper aims to explore how researchers in general, and field researchers in particular, might respond to systems of governance of the researchers' activity in ways that can support rather than distort the quality of the research.

We draw upon literature on serendipity to develop a framework for engaging with the positive and negative potentials of systems of governance. We ground our analysis in discussion of participation in the field comprising two parts: first, the examination of our own activities and second, the accounts of participation found in two career-autobiographical interviews with emeritus professors of management accounting from Japan.

We highlight the potential for a productive tension between two contrasting perspectives that researchers might take on governance of their activity. A contractual perspective sees the value of targets and detailed pre-planning. A reflexive perspective sees the value of exploring the unexpected and considering many alternatives. We offer a framework for considering serendipity and the conditions that facilitate serendipity to help researchers maintain a productive tension between these perspectives.

We build upon retrospective accounts of two successful individuals whose careers evolved in a specific context. The intention is not to set out what might be generally achievable in a research career, nor to propose specific lines of action or planning in relation to specific systems of governance, since these vary across countries and over time. Rather, the paper draws on these materials to illuminate the more general challenge of preparing for serendipity in a way that goes beyond simple opportunism.

We analyse how researchers' mindfulness of serendipity and the nature of contexts that facilitate serendipity can encourage a productive tension between contractual and reflexive perspectives on governance of academic activity.

Customer value perception of Internet of Things (IoT)-based services has not been studied in the context of a company’s readiness to adopt IoT technology. The purpose of this paper is to address this gap by indicating a research framing that combines insights from the IoT business model literature and customer perception of the value of such models and their drivers.

The interplay between a company’s IoT readiness and its perception of the value of IoT services is tested using a sample of 90 Eastern European business customers in a competitive business field. The conceptual framework described also examines relationships among constructs that refer to relationship quality. This study evaluates its quantitative sample using partial least squares path modeling.

Customers’ perceived value of IoT business models strongly relates to their digitalization capabilities and their own company’s innovativeness. When referring to disruptive technical offerings, existing trustful and satisfactory relationships cannot enhance the customer’s value perception.

The sample of Eastern European buyers is not representative of the majority of manufacturing companies. A randomized sample using other sources such as large industry databases could be useful. In addition, a replication of the study in other countries would allow for a cross-border validation of this study’s results.

This study suggests a detailed process that is based on a careful preselection of test customers working for innovative companies. A marketing communication approach must state clearly the benefits the buyers get in return for their sacrifice of sharing data.

Technology readiness refers to the user’s propensity to embrace and use new technologies. The results indicate that IoT readiness influences the successful launch of IoT-related business models. For managers, this study proposes a process to implement IoT-related business models.

This article follows an earlier article in this journal (Goldman, 2010), examines the emerging government policy on integration and considers some of the implications for joint financing. Most primary care trusts (PCTs) and councils with adult social care responsibilities are engaged in joint financing and wider health and social care partnership arrangements. But, with the demise of PCTs and the growth in GP commissioning, there are issues and questions about the future of such arrangements. However, despite these organisational changes, partners must continue to be able to demonstrate the outcomes that integrated health and social care services are achieving.