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Facebook continues to play an increasingly necessary role in the corporate portfolio of stakeholder relations. Unlike traditional channels of corporate communication, Facebook allows for uncensored, unpredictable, two‐way conversations. This paper aims to engage thought and enact immediate action in the prevention and rehabilitation of a company's online reputation in the event of a Facebook wall attack.

By conducting online research for an online subject and studying the historical perspectives of public outrage and a “fan's” dissatisfaction, the authors examine different approaches to corporate attacks. The case study of Nestlé's improper handling of a crisis on Facebook contrasted with examples of properly handled responses serve as guidelines that any company can utilize. The authors have provided seven steps that any business can incorporate into its crisis prevention plan.

Harm, fear of harm and threatened values are the three basic sources of public outrage. The popularity of social media, particularly Facebook, provides a new venue for unhappy customers to publicly communicate their disdain. By relating to customers on a personal level and planning in advance, companies can recover from Facebook attacks quickly and with minimal damage.

The psychological underpinnings and science of outrage can be applied to the human behavior of social networking. Understanding why people complain and forecasting the inevitable outbreak of negativity provides valuable insight into avoiding potentially detrimental social media attacks. Real world examples shed insight into the proper handling of future situations. The seven steps for success provide a must‐have guide for any company competing in the digital realm.

The Healthy Work Place (HWP) study investigated methods to improve clinicians’ dissatisfaction and burnout. The purpose of this paper is to identify factors that influenced study enrollment and completion and assess effects of initial clinic site enrollment rates on clinician outcomes, including satisfaction, burnout, stress and intent to leave practice.

In total, 144 primary care clinicians (general internists, family physicians, nurse practitioners and physician assistants) at 14 primary care clinics were analyzed.

In total, 72 clinicians enrolled in the study and completed the first survey (50 percent enrollment rate). Of these, 10 did not complete the second survey (86 percent completion rate). Gender, type, burnout, stress and intervention did not significantly affect survey completion. Hence, widespread agreement about most moral/ethical issues (72 percent vs 22 percent; p=0.0060) and general agreement on treatment methods (81 percent vs 50 percent; p=0.0490) were reported by providers that completed both surveys as opposed to just the initial survey. Providers with high initial clinic site enrollment rates (=50 percent providers) obtained better outcomes, including improvements in or no worsening of satisfaction (odds ratio (OR)=19.16; p=0.0217) and burnout (OR=6.24; p=0.0418).

More providers experiencing workplace agreement completed the initial and final surveys, and providers at sites with higher initial enrollment rates obtained better outcomes including a higher rate of improvement or no worsening of job satisfaction and burnout.

There is limited research on clinicians’ workplace and other factors that influence their participation in survey-based studies. The findings help us to understand how these factors may affect quality of data collecting and outcome. Thus, the study provides us insight for improvement of quality in primary care.