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Purpose: The author seeks to identify how suicide-bereaved individuals conceptualize their relationships with deceased loved ones. The author engages Durkheim’s theory of suicide to provide a new framework to analyze this population.

Methodology: The author uses qualitative research and coding methods to produce a secondary analysis of previously collected interview transcripts.

Findings: The author concludes that participants experience the suicide of a loved one as a social event, conceptualizing it similarly to how Durkheim defined his four suicide types – characterized by too much or too little regulation and/or integration.

Research Limitations: As a result of the secondary analysis, a lack of demographic information remains the largest limitation, and the available demographic information indicates the participant population is not a diverse one. Therefore, the larger analysis is limited.

Practical and Social Implications: This work provides potential ways to improve current prevention and postvention practices for both the suicide-bereaved and those struggling with suicidality. Subsequently, it may help to improve the health outcomes of these groups.

Originality: To the author’s current knowledge, this is the first published use of Durkheim’s Suicide (1897/1966) as a framework to directly examine the suicide-bereaved population in this way. Thus, this work contributes to suicidology and sociology more broadly in two ways: by providing a new way to understand and ultimately help a vulnerable population and by providing a new use of a classic theory.

The purpose of this article is to understand the relationship between emotional salience and workplace events related to technology change by using a combination of key features of two popular psychological theories – regulatory focus theory and affective events theory – to view the change process in diverse settings.

This paper is based on analysis of 18 months of qualitative interview data (n=52 respondents) collected before, during and after the introduction of three different new technologies in three organizations – a hospital, a manufacturing facility, and a psychological counseling center. The mixed methods approach combined descriptive case studies and a structured coding approach derived from a synthesis of the two theories with which the transition processes at each organization were examined.

Employees with a so‐called promotion‐focused orientation were more likely to accept an IT change and the events related to it. Organizational cultures and the staging of events play a role in individuals' affective reactions and behavior. The use of the framework is promising for illuminating the role of emotions, the timing of change events, and subsequent behavior in response to organizational change.

The variety of types of organizations and job types represented, as well as the types of IT change proposed in each, provides a rich sample of diverse motivations and scenarios. Further development of the relationships between the timing of organizational events and regulatory focus is needed.

The proposed framework suggests a shift in emphasis away from beliefs and towards emotionally relevant events. The findings suggest consideration of two distinct motivational aspects of both new and old technology. A peak in emotional events related to training indicates that an organization must actively manage how the plans, strategies, and communications with regard to training affect workers' beliefs and expectations.

The paper highlights how an emphasis on emotionally relevant events and attention to the regulatory focus involved in interpretation of those events could provide the basis for new approaches to organizational interventions. Interventions should focus on facilitating situations where individuals can frame relevant transition events with a promotion focus.

The purpose of this paper is to explore the factors and conditions that help to explain what it takes to mount district-wide efforts to improve instruction and address inequities.

The authors examined the evolution of administrator social networks related to instruction, equity and race in three districts over a three-year period. The authors documented when and how these social networks support district-wide connections and consider the relationship between network evolution and each district’s efforts to improve outcomes for all students.

The authors found that administrators were most likely to be talking together about instruction, equity and race, and administrator social networks were most conducive to the sharing of information across roles, levels and initiatives when explicit efforts were made to engage administrators in common equity-related initiatives and when discussions of equity and race were part of the public conversation.

Future studies of social networks among teachers and among teachers and administrators would provide a more well-rounded picture of how information and resources related to instruction, equity and race are shared throughout a district.

Results from this study can be used to help administrators reflect on key aspects of their organizational structure and the opportunities for interaction they provide.

Strategic connections among those in different roles and initiatives can foster sharing of different perspectives and support the development of community cohesion and a common understanding of joint work.

This study provides an initial step in bringing together work on social networks and instructional leadership with research related to equity and race in studies of school improvement.

In this final chapter, we summarize the core challenges to leadership in complex organizational systems as well as the lessons that we believe leaders can learn from the contributions presented in this book. Building on Complexity Leadership Theory (Uhl-Bien & Marion, 2009), we argue that high levels of complexity characterize the contexts described, and that they are unusual because they deviate from the setting of standard business organizations. Since these contexts are not often discussed in the general leadership literature, there seems to be a largely unused potential in terms of leadership learning. Specifically, in order to better contextualize leadership, scholars and practitioners need to take organizational complexity into account. With reference to the underlying structure of the book, core challenges to leadership are proposed, clustering around four main foci: sports and competition, high risk, creativity and innovation, care and community. Subsequently, we derive six lessons for leadership: adaptability, perseverance, handling paradox, leading with values, inventing the future, and sharing responsibility. We thereby hope to stimulate fruitful discussions that put leadership into context and capitalize on complexity theory as an innovative approach to leadership research and practice.

Describes the efforts of the owner/directors of a private limited company to put into place a succession strategy. Considers three major themes: second generation entrepreneurs/management succession; action learning as a human resource development strategy and philosophy; and the learning organization. Concludes that people (and organizations) “learn” best from the priorities of the business, once they have been identified, and that organizational learning is really based on institutionalization of what has been learned – requisite learning.

The purpose of this paper is to focus on issues of corporate control around the announcement of the decision of Hertz Global Holdings to relocate its corporate headquarters from New Jersey to Florida in 2013. The relocation decision and accounting irregularities discovered after the announcement raised interest from activist investors. The firm responded by enacting a “poison pill,” but control was eventually wrestled away and the CEO was replaced. Examining these events gives students insights into corporate control issues facing a major US corporation.

This case study presents a history of the firm from its founding in 1918 through 2017, with an emphasis on key events from 2012 through 2017. These events include acquisition of a competing firm (Dollar Thrifty), relocation of corporate headquarters, accounting irregularities, restatement of financials, activist investor responses, issuance of a “poison pill,” and turnover in the CEO position.

The case is intentionally written to “tell the story” of events that relate to issues involving control of the company around the decision to relocate its corporate headquarters. The case highlights potential agency problems between management and shareholders and the market’s response to those problems.

No prior case study considers the topic of corporate control from the perspective of Hertz Global Holdings. This case study can be used by instructors in graduate and undergraduate courses to examine corporate control issues from a “real world” perspective.

The purpose of this paper is to present lessons learnt through the development of an evaluation framework for a clinical redesign programme – the aim of which was to improve the patient journey through improved discharge practices within an Australian public hospital.

The development of the evaluation framework involved three stages – namely, the analysis of secondary data relating to the discharge planning pathway; the analysis of primary data including field-notes and interview transcripts on hospital processes; and the triangulation of these data sets to devise the framework. The evaluation framework ensured that resource use, process management, patient satisfaction, and staff well-being and productivity were each connected with measures, targets, and the aim of clinical redesign programme.

The application of business process management and a balanced scorecard enabled a different way of framing the evaluation, ensuring measurable outcomes were connected to inputs and outputs. Lessons learnt include: first, the importance of mixed-methods research to devise the framework and evaluate the redesigned processes; second, the need for appropriate tools and resources to adequately capture change across the different domains of the redesign programme; and third, the value of developing and applying an evaluative framework progressively.

The evaluation framework is limited by its retrospective application to a clinical process redesign programme.

This research supports benchmarking with national and international practices in relation to best practice healthcare redesign processes. Additionally, it provides a theoretical contribution on evaluating health services improvement and redesign initiatives.

The consequences of electronic publishing continue to manifest themselves in the 110 journals scanned for this literature review. Pricing, access, e‐books and e‐journals are amongst the issues considered in this issue’s literature review. Further criticism of the publishing sector is identified and the potential for micro payments.

The purpose of this paper is to determine the readiness factors that are critical to the application and success of lean operating principles in healthcare organizations through a review of relevant literature.

A comprehensive review of literature focussing on lean and lean healthcare was conducted.

Leadership, organizational culture, communication, training, measurement, and reward systems are all commonly attributed readiness factors throughout general change management and lean literature. However, directly related to the successful implementation of lean in healthcare is that a setting is able to authorize a decentralized management style and undertake an end-to-end process view. These can be particularly difficult initiatives for complex organizations such as healthcare settings.

The readiness factors identified are based on a review of the published literature. The external validity of the findings could be enhanced if tested using an empirical study.

The readiness factors identified will enable healthcare practitioners to be better prepared as they begin their lean journeys. Sustainability of the lean initiative will be at stake if these readiness factors are not addressed.

To the best of the knowledge, this is the first paper that provides a consolidated list of key lean readiness factors that can guide practice, as well as future theory and empirical research.