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The introduction of changes to the UK National Health Service from the 1980s onwards, coupled with recognition that successful improvement to health and health services places greater pressure on developing good inter‐personal and inter‐organisational relationships, underlines the need for greater leadership of health services in the future. Argues that insufficient attention has been paid to the development of external leadership, the growing importance of which is emphasised by the most recent proposals for change to health services from the 1997 Labour government. Comparisons of managerial life between the public and private sectors are made and surveys of NHS managerial work, carried out over a number of years, seem to have produced similar conclusions. Finally a paradigm shift is called for in the leadership of health services in the future if the impact of the external environment is to be managed more effectively and no longer to be seen as a constraint on public sector managerial activity.

This paper examines the impact of perceived inequity on knowledge transfer within an accounting environment. It hypothesizes that when perceived inequity exists, knowledge transfer, in the form of budgetary communication, is likely to be impeded. Lowered budgetary communication then has negative consequences including higher levels of role ambiguity and lower job satisfaction and performance. Other behavioral responses to perceived inequity include Type A behavior. These issues are examined using survey data collected in Malaysia. Analysis using Partial Least Squares (PLS) supports the study hypotheses. The paper concludes with a discussion of the implications of the findings for management and identifies a number of ideas for future research.

Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.

The purpose of this paper is to investigate the impact of efficient working capital management (WCM) on a firm’s bond quality ratings (BQR) and debt refinancing risk (RFR).

To fulfill its purpose, this study adopted a co-relational research design. Additionally, the COMPUSTAT of Wharton Research Data Services was used to collect data from American production firms for a period of five years (from 2013 to 2017).

The results of this study suggest that efficient WCM does, in fact, play a role in improving BQR of American production firms. Furthermore, the findings go on to suggest that efficient WCM plays a very little role in reducing RFR for American production firms.

This is a correlational study that investigated the presence of an association between efficient WCM and firms’ BQR and between efficient WCM and RFR. However, the two do not necessarily share a causal relationship. Moreover, the findings of this study may only be generalized to firms that are similar to those that were included in this research.

This study contributes to the literature on financial factors that improve a firm’s BQR. Firms should consider maintaining an optimal net working capital as it improves BQR. Moreover, the findings of this study may prove useful for financial managers, investors, financial management consultants and other stakeholders.

The reliance on teams in today’s work environment underscores the importance of understanding how teams function. To better understand teams, one must be able to measure team dynamics or interaction. The purpose of this chapter is to outline an unobtrusive approach to measuring team dynamics from verbal communications.

The basic premise of this approach is that the words we use provide insight into how we feel and think at any given time. The methodology described in this chapter employs a lexical analytic approach to examining team dynamics. To best accomplish this, we first identify the principal features or dimensions of teamwork and then we propose lexical measures that may map to these processes.

This approach can be employed to track team functioning over time “at a distance” without interrupting task performance.

This chapter describes an approach to measuring relevant teamwork dimensions through verbal content. This approach has the potential to give us direct, unobtrusive insight into the emotional and cognitive states of teams. It is original in its examination of how team dynamics can be indexed in speech.