Search results

This chapter proposes a way to deepen our understanding of the health impacts of climate change. It explores how and why individuals and communities may experience the climate change-human health interface in different ways.

We suggest that the concepts of structural vulnerability and narrative inquiry can provide a thick (ethnographic) description of how and why individuals and communities experience and give meaning to the health impacts of climate change. We begin by defining the two concepts before bringing them together to explore the relationship between climate change and health.

The combination of these two concepts offers the potential to advance our knowledge in two key ways. Firstly, they facilitate a critical and interpretive approach to both the notion of agency and the public health paradigm of the ‘rational-actor’. Secondly, they reveal how vulnerability to climate change is embodied at the level of the mundane and everyday.

These concepts, when applied to the climate change–human health interface, can help demonstrate how vulnerability is often a social construction, and, with sufficient political will, may be ameliorated. We see the combination of the concepts discussed here as an opportunity for research to address inequality and justice.

This paper takes two innovative and established concepts in medical anthropology (structural vulnerability) and social science (narrative inquiry) and invites their application to our understanding of climate change and human health. Research analysed via these concepts will provide a clearer understanding of the impacts of climate change and experiences of vulnerability.

The purpose of this chapter is to highlight some of the critical multiteam system (MTS) issues that are faced in healthcare by utilizing case studies that illustrate the transition of a patient through the healthcare system and suggest a possible approach to studying these issues.

The approach taken by the authors is a case study approach, which is used to illustrate the transition of a patient through several venues in a healthcare system. This approach elucidates the MTS nature of healthcare. Moreover, a methodological explanation, social network analysis (SNA), for exploring the description and analysis of MTSs in healthcare is provided.

The case study approach provides concrete examples of the complex relationship between providers caring for a single patient. The case study describes the range of shared practice in healthcare, from collaborative care within each setting to the less obvious interdependence between teams across settings. This interdependence is necessary to deliver complex care but is also a source of potential errors during care. SNA is one tool to quantify these relationships, link them to outcomes, and establish areas for future research and quality improvement efforts.

This chapter offers a unique holistic view of the transition of a patient through a healthcare system and the interdependency of care necessary to deliver care. The authors show a methodology for assessing MTSs with a discussion of utilizing SNA. This foundation may offer promise to better understand care delivery and shape programs that can lead to improvement in care.

Examines turnover functionality (high‐ and low‐performing quitters and stayers) in a business‐to‐business sales setting. Prior research indicates that antecedents of turnover frequency and turnover functionality are different. However, this may be an artifact of the way in which turnover has been measured. This study develops a new criterion of turnover functionality. Additionally, common antecedents of turnover frequency were examined to see if they could differentiate between high‐ and low‐performing quitters and stayers. The results indicate that several antecedents associated with turnover frequency are able to discriminate among different groups of high‐ and low‐performing quitters and stayers. Specifically, satisfaction with promotion, supervision, work, and global satisfaction contribute to our understanding of turnover functionality. Additionally, role conflict, role ambiguity, anxiety, evaluation of job alternatives, and intention to quit are also good discriminators of turnover functionality.

Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.

The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.

The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.

This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

Student-led project-based teams are widely used by faculty but do we really understand the process that students experience as a result of participating in a team? This study sought to understand the team process by examining leadership practices exhibited by assigned leaders and their team culture. Using a mixed-methods case study design it was found that students perceived team leaders to be strongest in the leadership practice-enable others to act described as fostering collaboration and sharing power and weakest in the leadership practice-encourage the heart described as recognizing individual contributions and celebrating team successes. Two of the teams were identified as a clan culture and the third team was determined to be a market culture. It was recommended that instructors who use teams to enrich learning examine the relationship between specific team cultures and enhanced team performance.

The present research aimed to conceptually position passion for work as a predictor of HWI, as well as to assess the short and long-term influence of passion for work on workers' satisfaction, depression and turnover intentions. In addition, the paper tests whether the effects of passion for work were independent from those of work motivation.

Hypotheses were tested in two field studies in work settings. The first study (n=2,393) was cross-sectional while the second study (n=335) used a prospective design.

Harmonious passion was positively related to positive individual outcomes – higher work satisfaction, lower depression – and organizational outcomes – lower turnover intentions. Negative consequences – depression and turnover intentions – were positively related to obsessive passion. Furthermore, passion for work was found to be a distinct concept from work motivation as the above findings held even when controlling for work motivation.

Applications are limited to teachers. Only self-reported measures were used.

The present research contributes significantly to the organizational and passion literature by showing that HWI may lead to either positive or negative outcomes depending on HWI's underlying motivational force, namely harmonious or obsessive passion. In addition, the present findings yield the first empirical evidence that passion and motivation are distinct but related concepts. In sum, findings from both studies provide valuable insights into the dynamics of passionate workers who are heavily invested in their work.

This paper aims to investigate the consequences of the heritage experience in brand museums on the consumer–brand relationship. By highlighting its heritage within a museum, the brand proposes a specific experience that deserves attention because it is based on memory and communal identity, thus creating or strengthening a relationship with consumers.

Ethnographic case studies were conducted through direct observation and extensive interviews with 72 visitors at two brand museums, the Fallot Mustard Mill and the House of the Laughing Cow.

The results highlight the emergence/strengthening of the relationship between consumers and the brand through the development of intimacy with the brand and the emergence of supportive behaviors toward the brand in the form of commercial support, ambassadorship and volunteering.

By characterizing and articulating the different relational consequences of visiting a brand museum, this research contributes to the literature dedicated to heritage experiences in consumption contexts and to the literature dedicated to consumer–brand relationships in servicescapes.

The study shows the necessity of grounding “heritage” in the physical setting of the brand museum to create a meaningful experience for visitors and, in turn, a deep relationship. Managers should treat brand museums as a relational tool in the marketing strategy of the brand and approach them from the perspective of long-term profitability.

While the literature has examined the spectacular and esthetic experiences brand museums offer, this study is the first to characterize the heritage experience and to document its consequences in terms of the consumer–brand relationship.