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The purpose of this paper is to describe the development, implementation and initial evaluation of the Geriatric Flying Squad's reciprocal referral pathways with emergency responders including New South Wales Ambulance, Police and Fire and Rescue. These innovative pathways and model of care were developed to improve access to multidisciplinary services for vulnerable community dwelling frail older people with the intent of improving health and quality of life outcomes by providing an alternative to hospital admission.

This is a case study describing the review of the Geriatric Flying Squad's referral database and quality improvement initiative to streamline referrals amongst the various emergency responders in the local health district. The implementation and initial evaluation of the project through online survey are further described.

Sustainable cross-sector collaboration can be achieved through building reciprocal pathways between an existing rapid response geriatric outreach service and emergency responders including Ambulance, Police, Fire and Rescue. Historically, emergency services would have transferred this group to the emergency department. These pathways exemplify person-centred care, underpinned by a multidisciplinary, rapid response team, providing an alternative referral pathway for first responders, with the aim of improving whole of health outcomes for frail older people.

Enablers of these pathways include a single point of contact for agencies, extended hours to support referral pathways, education to increase capacity and awareness, comprehensive and timely comprehensive assessment and ongoing case management where required and contemporaneous cross-sector collaboration to meet the medical and psychosocial needs of the client.

The Geriatric Flying Squad reciprocal pathways are a unique model of care with a multi-agency approach to addressing frail older people's whole of health needs.

Traditional approaches to managing people simply do not work. Being directive, i.e. “I tell you what to do and when to do it” inhibits development of the individual over time. Staff continually instructed by overly directive managers do not blossom, they wither. When we tell staff how to do everything, we are actually teaching them to do less for themselves.

This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer.

This viewpoint was developed in response to recent publications disparaging the idea of a CKO. The method used was to extract ideas from published and in-work papers to establish the basis for and explain the postulated Unified Competency Theory of KM and its implications regarding the need for CKOs.

CKOs are needed to ensure that all organizationally relevant functions’ knowledge and KM assessments and/or audits are individually complete and collectively sufficient. A risk/opportunity management role also provides justification.

This paper mainly limits its discussion to the papers that comprise research leading to the Unified Competency Theory of KM, its implications and an updated practice management model. Other points of view that might substantiate or refute the conclusions have not been addressed.

The KM field needs to better identify KM’s risk and opportunity management role and functional imperative. Organizations may need to reevaluate their directions with regards to KM and a CKO.

It extends the concept of practice management to permit differentiating disciplines. It provides new rationale for CKOs.

The authors aim to contribute to conceptual and empirical understanding of publicness in public sector accounting research by analysing how accounting technologies facilitated the transformation of public values of the UK tax authority.

The authors develop a conceptual framework for analysing public values in terms of relational power. Combining governmentality and actor–network theory, the authors focus on the complex relationships through which human and non-human actors interact and the public values that emerge from these evolving socio-material networks. Based on a critical-interpretivist ethnographic study of interviews, documents and secondary survey data, the authors identify the emergent properties of accounting technologies in their case study.

The authors explain how accounting technologies facilitated the transformation of public values in the tax authority by reshaping relational power. Traditional public values were eroded and replaced by neoliberal values through a gradual change process (“frog in the pan”) of (1) disconnecting workers and citizens both spatially and socially; (2) losing touch with the embodied nature of tax administration; and (3) yielding to a dehumanising performance management system. Neoliberal accounting technologies transformed the texture of relationships in such a way that workers and citizens became disempowered from effective, accountable and humane tax administration.

Further research is needed that gains wider access to tax authority workers, extends the scope of the empirical data and provides comparisons with other tax authorities and public sector organisations.

The authors show that a relational approach to public values enables identification of what is “valuable” and how public sector organisations can become “value-able”.

The authors offer an interdisciplinary conceptualisation of publicness based on public administration literature, develop a relational conceptualisation of public values and provide original empirical evidence about the changing publicness of the UK tax authority.

This research was undertaken to further understand a “values” based taxonomy designed to assess the “cultural and business suitability” of managers for appointment to cross‐border business and management roles. In particular, this paper aims to explore the extrapolative and interrelated nature of a two‐dimensional bipolar taxonomy of value orientations; as well as the nature and strength of the relationship between the model's predictors.

A sample of 262 cross‐border managers working for a large transnational American owned logistics firm responded to this study. The group completed a questionnaire based on a two‐dimensional taxonomy of value orientations. The dimensions tested were first a manager's values viz., their potential “National Identity”. Secondly, a manager's values vis., their potential “Cross‐Border Business Focus”. Factor analysis and canonical correlations were employed to identify key factor constructs and then to evaluate the measurement fit between the constructs; also to examine any significant relationship between the identified constructs.

Results support both the extrapolative and interrelated nature of the taxonomy with significant results (p<0.05) confirming the strength of the relationships between the identified constructs as potential predictors of “cultural and business impact” and hence “individual suitability” for cross‐border assignments.

Whilst the research is limited to one large US‐owned transnational logistics firm, the diversity of respondents with respect to cultural background; age, gender and amount of experience has not impacted results. Results suggest that awareness of both a manager's “National Identity” and “Cross‐Border Business Focus”, may provide useful additional information vis., a manager's cultural and business impact and hence assist in the selection of managers for cross‐border assignments.

Results appear to provide useful insights into the potential “cultural and business suitability” of managers; as well as the early identification of managers, for important cross‐border business and management assignments.

Accompanying the successful and exciting high tech revolution in libraries has been the occurence of a number of physical, psychological and social problems among staff and patrons. This paper reports on technostress in libraries, examining some of the fears, frustrations and misconceptions which hamper the effective use of computers. Technostress among library staff members may result from poorly designed workstations, inadequate training and inept planning and implementation on the part of management. Library users often have false expectations and a lack of understanding of the system, resulting, at least in part, from inappropriate training. Both staff and users may suffer from fear, insecurity and general apprehension of new technology. Managers can take a variety of approaches to alleviate technostress in staff and patrons.

This paper aims to provide an insight into the actions required by trust officers to improve customer satisfaction during a time of difficult economic and regulatory conditions.

A total of 96 bank trust officers located in the USA were surveyed using a mail questionnaire.

Increased compliance regulation and financial industry problems during 2008 and 2009 have had only a minor negative impact on customer satisfaction. Success in maintaining satisfaction levels has come from customer‐focused corrective actions including more frequent customer meetings, improved electronic/print mail communications and the provision of more friendly financial information.

The paper makes three recommendations to senior managers to help them maintain customer satisfaction: 1, continue to focus on the basics of customer focus; 2, use existing and emergent technology to provide customer friendly support; and 3, constantly review and update the financial value proposition offered to customers.

The study provides insight into the issues of customer satisfaction in the current difficult economic and regulatory climate.

Customer satisfaction has recently become a concern of academic institutions with the commercialization of scholarship. Describes a process for capturing the authentic domain of customer satisfaction within an academic center of excellence. Findings highlight 19 determinants of customer satisfaction, dissatisfaction, and effectiveness. A Likert‐type survey was developed and tested. Results indicated that entrepreneurial customers were satisfied when they experienced positive relationships with the scientists they interacted with and when they received accurate and timely information to solve business‐related problems. Customers were dissatisfied when their projects were not completed as promised, when scientists lacked the expertise to assist customers, and when communications failed. Gleaning customer satisfaction within an academic institution is an arduous task; however, it is necessary as the citizens who fund public educational institutions demand higher accountability.