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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437739510097978. When citing the article, please cite: M. Dominic Cooper, Robin A. Phillips, (1995), “Killing two birds with one stone: achieving quality via total safety management”, Leadership & Organization Development Journal, Vol. 16 Iss: 8, pp. 3 - 9.

Describes how problems associated with total quality management (TQM) can be overcome by adopting a total safety management (TSM) approach. Identifies TQM problems of definition, measurement systems, resourcing, implementation, and measurement of culture. Advocates TSM strategies to overcome them. These strategies result in increased quality, reliability and competitiveness, while also satisfying legislative requirements for safety. Outlines a variant of Bandura′s model of “reciprocal determinism” to assist in the ongoing analyses and implementation of a positive safety culture. The model proposed takes into account the dynamic interrelationships between safety climate, safety management systems, and motivational strategies to improve safety behaviour. Supporting evidence suggests that this model may have considerable utility when applied to other forms of organizational culture.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

Before 2011, student performance rates in college algebra and trigonometry at North Carolina A&T State University (NCA&TSU) were consistently below 50%. To remedy this situation, the Mathematics Department implemented the math emporium model (MEM) instructional method. The underlying principle behind MEM is that students learn math by doing math (Twigg, 2011). The MEM requires students to work on math problems and spend more time on material that they do not understand while allowing them to spend less time on material that they do understand. Also, students receive immediate feedback on problems from teaching assistants as they work through their online assignments. After implementing the MEM, student pass rates improved for both the MEM and traditional sections. Data to date also show that female students outperform male students in both instructional models. Further study is needed to determine the factors that have caused improvement in pass rates in addition to the implementation of the MEM. Some important lessons learned by the NCA&TSU math faculty from implementing the MEM into the college algebra and trigonometry courses are that successful implementation requires a long-term commitment, internal and external collaborations, and the collective ability to determine what works for the local setting.

Examining the education and training needs of forensic nurses is paramount as services move from the older institutions to new care settings. The purpose of this study was to identify Irish Forensic nurses perceived deficits in their knowledge and skills to assist them to provide effective seamless care for individuals with an intellectual disability within their forensic mental health service, so that appropriate training could be provided.

Training needs analysis (TNA) procedures are used as a way of establishing the continuing processional development of staff, as they seek to identify the gaps between the knowledge and skills of an individual and the need for further training. A training needs tool developed by Hicks and Hennessy (2011) was used and completed by nurses working in an Irish forensic mental health service. A total of 140 surveys were circulated and 74 were completed (51 per cent response).

The top priority training needs identified were for additional training in research and audit and in the use of technology. Other self-identified training needs included additional training in behavioural management for challenging behaviour, understanding mental health and intellectual disability and dual diagnosis, training in enhancing communication skills and how to work with patients who have an intellectual disability patients specific training on autistic spectrum disorders and a guide and template for advance individual care planning and for caring for the physical health needs and promoting the physical health needs of these patients.

Despite there being a vast range of training issues identified, the majority of nurses appear to have a clear idea of their training needs to ensure the provision of seamless care for individuals with an intellectual disability within a forensic mental health setting. This TNA has identified the specific needs of nursing staff working at different positions across the interface of intellectual disability and forensic mental health care.

For packed products, packaging affects every logistical activity and thus the overall economic and ecological efficiency (eco-efficiency) of supply chains. The purpose of this research is to explore how integrated approaches are used in packaging development processes to increase eco-efficiency along supply chains and how a set of pre-selected factors influences the adoption of practically integrated approaches within companies.

The research approach is explorative and based on nine cases in the food and manufacturing industries in Sweden. In total, 26 semi-structured interviews were conducted.

The chapter describes the way in which companies work with ‘integrative’ packaging development process elements. It explores how four factors – product characteristics, packaging requirements, logistical conditions and environmental efforts – influence their approach.

The study analyses the packaging development processes at a limited number of companies in Sweden.

The findings can help logistics managers to better understand how integrated approaches can be applied in packaging development processes to increase eco-efficiency of logistical processes along the supply chain. The study provides logistic managers also with information about which influencing factors can serve as facilitators or barriers to these approaches in their organisations.

Previous research has demonstrated the potential economic and environmental benefits of integrating a logistics perspective into the packaging development process. This study complements existing knowledge by presenting extensive empirical data on the practical application of integrated approaches in packaging development processes in industry.

The purpose of the case study was to examine the varying impact of job‐level and organization‐level characteristics on team‐level cooperation and feelings of stress. In attempting to highlight the relevance of sub‐cultures, it compares these relationships across two departments in an Information and Communication Technology (ICT) company operating in Australia.

Uses survey data from a medium size company in the ICT industry operating in Australia. There were 397 respondents to the survey.

Statistical analyses show that job satisfaction and positive communication with managers are strong predictors of feelings of stress and perceived cooperation. Further scrutiny of the data at sub‐unit levels, clearly suggests that the cultural variant is a strong mediator of these relationships.

Adds to the evidence that the social and organizational aspects of the workplace are potential explanatory variables in finding lasting cures for workplace stress.

This paper aims to analyse the effect of the investment duration, the overall market condition and the industry to which the investee firm belongs on exit returns realised by venture capital (VC) firms invested in Indian market, using hierarchical regression models.

The study examines the relationship that exist among the variables of interest by analysing all the 210 exits that happened in the Indian VC market over the period 2004–2017 by using analytical tools such as moving averages, hierarchical regressions and pooled ordinary least squares regression.

Exit return has an approximate U-shaped relationship with investment duration, and the turning point in the convex relationship happens around seven to eight years after investment. Returns are weakly related to the market condition, discarding the market timing hypothesis. Relationship patterns are found to be generally unvarying during the time period under study.

The results indicate VC funds in the Indian market tend to exit in a brief time span and gain substantial returns from the immediate exits beyond, which returns start dipping. This points to the illiquidity of the Indian VC market wherein the exits from “lemons” are quite tricky, which make them remain invested for longer durations and eroding the value substantially in the process. VC funds may make rational investment/exit decisions in the Indian market capitalising this knowledge.

This study empirically connects the value creating factors in a VC process to the established theories about the early stage investments and analyse the applicability and relevance of those theories in a market with high growth potential like India.

This paper aims to explore how well reporting mechanisms work, investigate current trends and develop a framework for implementing effective mechanisms.

This study is based on primary and secondary data, criminology theory and best corporate strategies.

This study shows that the median number of annual reports equals 1.2 per cent of the number of employees in an organization and that 40 per cent of these reports have merit (Navex Global, 2014). In addition, 42.2 per cent of all frauds are detected through internal reports, whatever their form. Organizations with formal reporting mechanisms sustain fraud losses that are 40.5 per cent less than other organizations (ACFE, 2014). Moreover, employees are more willing to report theft, human resource and workplace issues than fraud and corruption, while 21 per cent of all whistleblowers have experienced some form of retaliation for reporting wrongdoing (Ethics Resource Center, 2014). Results from primary data show that the option to remain anonymous is offered only by 74 per cent of all reporting mechanisms. This paper argues that effective reporting mechanisms should actively encourage whistleblowing, that all credible allegations should be independently investigated and that whistleblowers should be offered the option to remain anonymous. The oversight and the daily administration of reporting mechanisms should be given to two different parties who are independent from management and who do not participate in incentive compensation plans (Lipman, 2012).

This paper extends previous research by reporting on current hotline trends and integrating various factors into a framework to implement effective reporting mechanisms.

It is the first paper to investigate the effectiveness of reporting mechanisms and current policy trends.