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Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between deliberate learning and new practice implementation, this paper aims to develop and test a process model, linking deliberate learning and new practice implementation through complementary competencies of task and environmental flexibility.

As part of a field study, health-care improvement program (to transfer the improvement training program for new practice implementation) of 186 HCUs was used for testing our hypothesis. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.

Findings suggest that deliberate learning is positively and significantly related with new practice implementation, and dynamic capabilities in the form of task and environmental flexibility mediates this relationship.

The present study makes theoretical and practical contributions by linking literature from new practice, organizational learning and dynamic capabilities; and by delving into the deliberate learning activities undertaken by health-care units.

Organizational learning in health care has almost become inevitable today due to the ever-changing dynamics of the industry. Barring handful of studies, the current state of literature is almost entirely tilted towards experience-based learning and deliberate learning is not well studied. To address this gap, the study aims to develop and test a process model linking development of dynamic capabilities with deliberate learning and new practice implementation. Further, findings of this study will help organizations and managers to understand and thereby effectively manage new practice implementation process through the use of deliberate activities.

This paper aims to address how management practices successfully implemented somewhere else, namely adoptive management innovation, have been introduced into Chinese firms and then effectively implemented, or to investigate key activities of the generative mechanism through which an adoptive management innovation occurs.

Since the purpose of management innovation is to utilize organizational resources more efficiently and further their goals, with little intention to pursue differentiation and without any protection from patent, adoptive management innovation has been prevailing around China and even the whole world. Based on the conception of what makes adoptive management innovation unique, this paper attempts to investigate the case of the Organizational Efficiency Management of Jiangxi Mobile in China to identify key activities of adoptive management innovation and develop a two-interlinked-subprocess framework of adoption decision and implementation, aiming to offer suggestions for firms in adopting new management practices.

The results indicate that adoption of existing management practices or methods from somewhere else is a more complex and logical process rather than a simple one of knowledge transferring. It needs to integrate existing practices into new organizational context and establish their innovative value during implementation. One core element of the process framework is the emphasis on activities of problem diagnoses and realization of the fitness between management practices adopted and the new organizational context, and another one is the sequence of activities in the whole process.

This research is constrained by at least three limitations. First, the authors' findings for the two-subprocess framework of adoptive management innovation need to be further confirmed for more organizations. Second, little attention has been paid to relative advantages of different sequence of activities. Third, when focusing on adoptive management innovation from a process perspective, this research does not address problems such as why some managers pursue innovative opportunities by introducing new practices, how contextual elements, internal elements, and top management teams affect management innovation, or how the performance of adoptive management innovation could be improved in China.

The findings offer some valuable insights for further research in how to explore the generative mechanism of organizational changes or innovations in China and hold important implications for management practices.

Sensory modulation is an emerging approach that aims to reduce distress and agitation in mental health service users and potentially avoid the necessity for coercive practices such as seclusion and restraint. Despite the growing use of this intervention, there has been limited research exploring the implementation of sensory modulation at an organisational level, both internationally and within the New Zealand context. The purpose of this study is to investigate the implementation of a sensory modulation programme in two New Zealand inpatient mental health services using an exploratory organisational case study design.

Organisational case study design methodology was used to explore the implementation of a sensory modulation programme in two New Zealand acute adult inpatient mental health services. This study explored how key organisational and staff factors (including policies and practices related to de-escalation and seclusion reduction) influence sensory modulation implementation. Cases were described and examined the pattern of findings.

Strategies found to support implementation were identified at environmental, organisational, group and individual staff levels. Aspects highlighted as being particularly important included taking an inter-professional approach in leadership and training, rostering flexibility and leeway in staffing levels to support training attendance and responsiveness to crises.

The facilitators and strategies highlighted in this study may be used to support the design and implementation of future sensory modulation programmes in New Zealand and internationally.

The complexity of factors that influenced the implementation of the sensory modulation approach within an inpatient setting made determining the effectiveness of the approach challenging. However, the general principles and strategies identified in this study offer useful insights for the design and implementation of future sensory modulation programmes.

Contemporary frameworks on institutional theory and corporate environmentalism observe that institutional fields positively influence a firm’s environmental response in the form of implementation of environmental practices. These frameworks, however, provide little evidence on why firms facing similar institutional field differ in their environmental response. This paper aims to incorporate the intra-organizational dynamics within the traditional institutional theory framework to address this heterogeneity, examining specifically the role of absorptive capacity for environmental knowledge in the organizational implementation of corporate environmental practices.

Integrating the institutional theory and resource-based view, this paper examines the mediating role of absorptive capacity in the relationship between institutional pressure for corporate environmentalism vis-a-vis the implementation of corporate environmental practices. Partial least square structural equation modeling was used for hypotheses testing based on data obtained from the Indian apparel and textile industry.

The results support the mediating role of absorptive capacity in the relationship between institutional pressure and implementation of corporate environmental practices. Further, this study highlights the importance of acquisition and utilization of environmental knowledge in driving environmentalism through developing absorptive capacity; the findings also suggest that the role of institutional pressure in the implementation of environmental practices should not be analyzed in isolation but rather in conjunction with the development of absorptive capacity that forms the internal basis of implementation.

Managers need to focus on the development of organizational capabilities for acquiring and exploiting environmental knowledge to complement their preparedness in responding to any institutional pressures for environmental sustainability. Firms also need to link their environmental orientation with various sources of environmental knowledge and capabilities residing outside the organizational boundaries. It is important to note here that the development of absorptive capacities for the exploration and exploitation of external knowledge is indeed both required and necessary to build sustainable organizational capabilities.

This paper is among the very few studies that address the issue of knowledge and development of related organizational capabilities for corporate environmentalism. Recognizing that environmental knowledge resides outside organizational boundaries with regulatory agencies and special interest groups, this paper highlights the importance of developing organizational capabilities for the acquisition and exploitation of environmental knowledge.

Drawing on the experiences of healthcare professionals in one paediatric hospital, this paper explores the influence of context and organisational behaviour on the implementation of a person-centred transition programme for adolescents and young adults (AYA) with long-term conditions.

A single embedded qualitative case study design informed by a realist evaluation framework, was used. Participants who had experience of implementing the transition programme were recruited from across seven individual services within the healthcare organisation. The data were gathered through semi-structured interviews (n = 20) and analysed using thematic analysis.

Implementation of the transition programme was influenced by the complex interaction of macro, meso and micro processes and contexts. Features of organisational behaviour including routines and habits, culture, organisational readiness for change and professional relationships shaped professional decision-making around programme implementation.

There exists a significant body of research relating to the role of context and its influence on the successful implementation of complex healthcare interventions. However, within the area of healthcare transition there is little published evidence on the role that organisational behaviour and contextual factors play in influencing transition programme implementation. This paper provides an in-depth understanding of how organisational behaviour and contextual factors affect transition programme implementation.

This study explores how street-level professionals translate and implement a co-production strategy, formulated by top management, in their professional practices, focusing on conflicts that arise during this process and the effectiveness of the coping strategies employed by these professionals to manage them.

This paper is based on a lower-level inquiry into three care services in Denmark. It adopted the translation perspective in organizational research to analyze the consequences of street-level professionals' translation choices. Data were collected through interviews and observations.

This study found that street-level professionals' translation choices contribute to conflicts of varying forms and extents. The finding suggests that the way conflicts are managed makes the difference between the actual organizational change and the more symbolic acceptance of co-production.

This study contributes to discourses on challenges in co-production implementation by deepening knowledge about the role of coping behavior and translation in sustainable implementation of co-production.

Despite much rhetoric about the need to be strategic, HR professionals have often had difficulty in establishing themselves as credible contributors to organizational performances, facing a legitimacy issue in their relationship with line managers. Adopting a social cognitive theory framework, the present study explores the HR professionals’ perceptions and expectations of the changing roles that HR professionals and line managers could play in a near future scenario where a set of smart technologies will be applied to HRM.

The research design is based on a two-wave survey: it involves 53 HR professionals belonging to the HR department of the Italian branch of one of the biggest international consulting companies which is about to implement a wide digital transformation.

Preliminary findings prompt reflections into the role of digital practices in reshaping the relationship between the HR department and line managers, especially in consideration of the role of HR professionals’ technology readiness and tenure. They suggest that HR devolution is not a matter of “all or nothing,” but it requires different solutions, which also depend on the nature of the specific HR practice. From a managerial perspective, the chapter suggests the paramount importance of sustaining the digital mindset of the HR professionals and their professional image.

This paper examines instructional coaching as a means to support teachers at all levels in primary and secondary schools in implementing new and innovative practices using the Universal Design for Learning (UDL) framework as a design guide.

This mixed-methods study compared the impact of an instructional coaching intervention around the implementation of the UDL framework on educators versus the UDL implementation efforts of educators who did not receive the coaching intervention. Coached participants shared their experiences with the coaching cycle. These qualitative data were collected through teacher interviews, self-assessments, and observations. The data assisted in the interpretation of the quantitative findings from a quasi-experimental pre-test–post-test comparison group design.

The results of this study revealed positive outcomes for teachers in knowledge and application of UDL, although not at statistically significant levels. The qualitative data collected supported the positive gains and revealed that teachers valued and changed their practices from the use of coaching as they navigated the implementation of UDL in their learning environments.

One limitation to be noted includes the district site that participated in this study had used the UDL framework for several years and maintained high expectations for teachers to increase their UDL-aligned practices each year. Therefore, all teachers who participated in this study were under the same district evaluative expectations to participate in professional development at some level to increase proficiency with UDL implementation, whereas a district in the beginning stages of UDL implementation might serve as a better gauge of growth. Additionally, the control participants were self-identified and not randomly assigned.

This study is one of the first conducted that investigates the effect of instructional coaching on teachers' increased understanding and implementation of the UDL framework. This study examines instructional coaching as a stand-alone professional development in supporting teachers' use of UDL in design-inclusive classrooms. Written into US law, the UDL framework is a scientifically valid framework that supports teachers with the design of flexible and accessible classrooms for an increasingly diverse population of students.

This paper aims to investigate how virtual communities of practice (V‐CoP) develop in large‐scale virtual projects.

A case study of a large‐scale ES implementation was conducted in Italy and in the USA.

It was found that management can encourage the formation of V‐CoP if, along with the creation of virtual project teams they promote informal interaction between the team members, encourage commitment, and put together “the right mix of people”.

Understanding how the technical and the functional communities communicated is meaningful to understand the extent to which different CoP can, virtually, overcome context‐specific barriers.

Asynchronous video interviews (AVIs) enable recruiters and job candidates to conduct and review employment interviews at different points in time, promising improved cost and time efficiencies for all users. This research aims to investigate the implementation and normalization process of AVI in the hospitality industry with the unified theory of acceptance and use of technology (UTAUT) and the normalization process theory (NPT) providing theoretical support.

Semi-structured interviews have been conducted with hiring managers from three different hospitality companies, which were in different stages of the implementation process. The data have been recorded, transcribed and coded according to the UTAUT and NPT constructs, revealing emergent themes.

Five overarching themes emerged: AVI effort and efficiency expectation; augmentation to the interview process; challenges for the applicant; challenges for the recruiter; and issues with applicant interviewing aesthetics. Additional coding and analysis with NPT identified the following in terms of evaluation of the implementation process: participants’ implementation activities showed a tendency to emanate from cognitive participation (relationship work), leading to coherence (sense-making work), followed by collective action (enactment of work/operational work) and finally reflexive monitoring (appraisal work).

Findings from this research include recommendations for the best practices integrating AVI into the hospitality employee selection process.

Given the increased demands on the recruitment and selection of talent in the hospitality industry, several organizations have turned to mechanized HR software platforms. The impact of interview modalities and particularly AVI has received limited research attention, thus this study expanded this new stream of literature. Furthermore, this research is among a nascent stream using NPT to evaluate the implementation and normalization of this new technology.