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Focuses on a study about major innovation in the ISO 9000:2000 registration process. Shows that the application of the behavioural science field is an excellent strategy for businesses to use to help improve investment return on ISO 9001:2000. Reckons that, in order to maximise benefits from implementing ISO 9001:2000, companies should approach the process using an organizational behaviour strategy, to ensure motivation involving the workforce.

The purpose of this paper is to integrate resilience, robustness, and resplendence (R 3) with sustainable enterprise excellence (SEE) and social-ecological innovation (SEI) that assist firms to progress toward continuously relevant performance proceeding from continuously responsible strategy, behavior, and other actions.

Sustainable enterprise excellence, resilience, robustness, and resplendence (SEER3) model and the associated means of SEER 3 maturity assessment are introduced to explain the organizational concept.

SEER3 balances the complementary and competing interests of key stakeholder segments, including society and the natural environment and increases the likelihood of superior and sustainable competitive positioning and hence long-term enterprise success that is defined by continuously relevant and responsible governance, strategy, actions, and performance consistent with high-level organizational R3.

This paper adapts the established principles from physics to characterize enterprise R3 to come up with SEE model.

According to what is reported by the North America Oral History Association, oral history was established in 1948 as a modern technique for historical documentation when Columbia University historian Allan Nevins began recording the memoirs of people who had played a significant role in American public life. While working on a biography of President Grover Cleveland, Nevins found that Cleveland's associates left few of the kinds of personal records – private correspondences, diaries, and memoirs – that biographers generally rely on for their historical reconstructions. Nevins thus came up then with the idea of filling the gaps in the official records with narratives and anecdotes from living memory. Accordingly, he conducted his first interview in 1948 with New York civic leader George McAneny, and both the Columbia Oral History Research Office – the largest archival collection of oral history interviews in the world – and the contemporary oral history movement were born (Thomson, 1998).

As a discipline, health organisation and management is focused on health-specific, collective behaviours and activities, whose empirical and theoretical scholarship remains under-utilised in the field of implementation science. This under-engagement between fields potentially constrains the understanding of mechanisms influencing the implementation of evidence-based innovations in health care. The aim of this viewpoint article is to examine how a selection of theories, models and frameworks (theoretical approaches) have been applied to better understand phenomena at the micro, meso and macro systems levels for the implementation of health care innovations. The purpose of which is to illustrate the potential applicability and complementarity of embedding health organisation and management scholarship within the study of implementation science.

The authors begin by introducing the two fields, before exploring how exemplary theories, models and frameworks have been applied to study the implementation of innovations in the health organisation and management literature. In this viewpoint article, the authors briefly reviewed a targeted collection of articles published in the Journal of Health Organization and Management (as a proxy for the broader literature) and identified the theories, models and frameworks they applied in implementation studies. The authors then present a more detailed exploration of three interdisciplinary theories and how they were applied across three different levels of health systems: normalization process theory (NPT) at the micro individual and interpersonal level; institutional logics at the meso organisational level; and complexity theory at the macro policy level. These examples are used to illustrate practical considerations when implementing change in health care organisations that can and have been used across various levels of the health system beyond these presented examples.

Within the Journal of Health Organization and Management, the authors identified 31 implementation articles, utilising 34 theories, models or frameworks published in the last five years. As an example of how theories, models and frameworks can be applied at the micro individual and interpersonal levels, behavioural theories originating from psychology and sociology (e.g. NPT) were used to guide the selection of appropriate implementation strategies or explain implementation outcomes based on identified barriers and enablers to implementing innovations of interest. Projects aiming to implement change at the meso organisational level can learn from the application of theories such as institutional logics, which help elucidate how relationships at the macro and micro-level have a powerful influence on successful or unsuccessful organisational action. At the macro policy level, complexity theory represented a promising direction for implementation science by considering health care organisations as complex adaptive systems.

This paper illustrates the utility of a range of theories, models and frameworks for implementation science, from a health organisation and management standpoint. The authors’ viewpoint article suggests that increased crossovers could contribute to strengthening both disciplines and our understanding of how to support the implementation of evidence-based innovations in health care.

Intervention evaluations have not always accounted for long-term implementation of interventions. The purpose of this paper is to explore implementation of a primary care intervention during the lifespan of the trial and beyond.

Eight general practices participated in the trial (four control and four intervention). In-depth interviews (with nine GPs and four practices nurses who delivered the intervention) and observation methods were employed. Thematic analysis was utilized and Normalization Process Theory (NPT) constructs were compared with emergent themes.

Macro-level policy imperatives shaped practice priorities which resulted in the “whole system” new intervention not being perceived to be sustainable. Continued routinization of the intervention into usual care beyond the lifespan of the funded study was dependent on individualized monitoring and taking forward tacit knowledge.

The authors discuss the implications of these findings for sociological theories of implementation and understanding outcomes of research led complex interventions.

The study describes the complex interplay between macro processes and individual situated practices and contributes to understanding if, how, and why interventions are sustained beyond initial “research push”. The value of the study lies in describing the conditions and potential consequences of long-term implementation, which might be translated to other contexts.

Purpose: The chapter explains how entrepreneurship can generate either subsistence, destructive, or peace-positive outcomes in the conflict zones of the Middle East and North Africa (MENA) region. Institutional arrangements are examined for how they can advance the latter.

Methodology/approach: Literatures from conflict resolution, development, economics, corporate social responsibility, entrepreneurship, and psychology are drawn on to frame the multiple roles of entrepreneurs in conflict zones, and understand the institutional arrangements that support peace-positive entrepreneurship.

Findings: The chapter indicates that formalization plays a major role in promoting peace-positive entrepreneurship while deterring destructive entrepreneurship. Conflict zone institutional arrangements that reestablish trust, can uphold the rule of law, and incentivize entrepreneurial activity aid in the formalization process. Special attention is paid to the inclusive nature of these activities, with the need to heal religious, tribal, and sectarian divides in the region, and promote the inclusion of all societal actors (namely, minorities and women) to engage in enterprising activities.

Social implications: The chapter outlines the importance for both foreign donors and local actors to understand the determinant role of institutions in conflict zone entrepreneurial ecosystems, promoting the role of institutional reform over and above the micro-level activity currently grabbing attention in the region.

Originality/value of the chapter: The chapter contrasts the singular narrative often presented on the positive role of conflict zone entrepreneurship in the informal sector, offering a paradoxical view on the topic, and arguing for formalization and institutional reform to remain aspirational among researchers and practitioners who commonly accept and promote the role of the informal sector in conflict zones.

Studies have suggested that entrepreneurship is a key mechanism for rejuvenating and facilitating economic growth in deprived areas. To provide further understanding of the persistently low entrepreneurial intentions found in deprived areas this chapter identifies key mechanisms and theoretical frameworks that link the formation of appropriate human capital to the prevailing environment, and that influences may flow in both directions. This contributes to the existing literature to provide a fuller understanding of interest to policy-makers of why past interventions have struggled to boost entrepreneurial intentions and where new interventions may be most effective in generating more positive entrepreneurial intentions in deprived areas.

The rise of e‐mail and other computer‐based communication technologies has enabled members of global organizations to collaborate and exchange information to an uprecedented degree. The term “on‐line community” (OLC), coined in the early days of computer networking, is now being applied to groups of employees with common professional goals and interests who seek to add value by extending themselves virtually. However, the performance of these corporate OLCs has not always kept pace with their lofty aspiration. To find out why, Arthur Andersen’s Next Generation Research Group, in cooperation with Anheuser‐Busch, The Mutual Group, and Shell US, studied 15 very different OLCs. Among the questions we sought to answer were: how successful are OLCs in achieving their state purpose? What distinguishes a truly successful OLC? What are some pitfalls that everyone is encountering? This article presents findings and lessons learned from our in‐depth interviews with the organizers of these virtual groups.