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Book part
Publication date: 14 January 2019

Morgan R. Clevenger and Cynthia J. MacGregor

This chapter reviews The Bruntland Report (United Nations, 1987) and World Economic Forum's (2002) views and broader concerns for people, profit, and planet. Cone's (2010a…

Abstract

This chapter reviews The Bruntland Report (United Nations, 1987) and World Economic Forum's (2002) views and broader concerns for people, profit, and planet. Cone's (2010a) corporate citizenship spectrum is explained and discussed. This more modern concept focuses on more sophisticated behaviors of companies including employee engagement, modern measurements of impact and outcomes, and consideration of signature programming.

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Business and Corporation Engagement with Higher Education
Type: Book
ISBN: 978-1-78754-656-1

Book part
Publication date: 6 July 2011

Barry Halm

Ivanitskaya, Glazer, and Erofeev (2009) suggest that “the most fundamental element of any organization that helps the organization to survive is the individual person” (p. 109)…

Abstract

Ivanitskaya, Glazer, and Erofeev (2009) suggest that “the most fundamental element of any organization that helps the organization to survive is the individual person” (p. 109). It is the motivation of human capital that makes a health care organization come to life. Health care is a unique industry; its accomplishments are directly dependent upon the competencies and technical skills of its employees. “When people in the workplace fulfill their organizational roles, then the organization thrives” (Ivanitskaya et al., 2009, p. 110). Health care systems will require organizations that thrive and exhibit characteristics of continuous growth, expressing excessive levels of energy and an immense capacity for flourishing. Anticipating the challenges of the next decade, health care organizations must achieve a higher degree of employee engagement to enhance organizational performance and profitability. The data analyzed for this chapter indicate that employees who are engaged are more enthusiastic and aspired to achieve both individual and organizational success. The chapter concludes by suggesting five operating practices to establish an employee engagement culture – defining the employee's role in fulfilling the organization's purpose, selecting employees with capability and passion, supporting and valuing the employee, creating sustainable reward systems, and developing feedback and reinforcement mechanisms.

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Organization Development in Healthcare: Conversations on Research and Strategies
Type: Book
ISBN: 978-0-85724-709-4

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Police Occupational Culture
Type: Book
ISBN: 978-0-85724-055-2

Book part
Publication date: 14 January 2019

Morgan R. Clevenger and Cynthia J. MacGregor

A discussion of three key articles will highlight this chapter on corporate social responsibility: van Marrewijk's (2003) concepts and definitions of CSR and corporate…

Abstract

A discussion of three key articles will highlight this chapter on corporate social responsibility: van Marrewijk's (2003) concepts and definitions of CSR and corporate sustainability, Munilla and Miles's (2005) CSR continuum as a component of stakeholder theory, and Garriga and Melé's (2004) CSR theories. The chapter discusses stakeholder value chains and a reactive approach to dealing with community needs, employee volunteerism, and strict strategic behaviors.

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Business and Corporation Engagement with Higher Education
Type: Book
ISBN: 978-1-78754-656-1

Book part
Publication date: 12 April 2019

Eric K. Austin

The purpose of this chapter is to describe the rationale for and structure of organizational networks in support of traffic safety programming. It outlines the operational…

Abstract

The purpose of this chapter is to describe the rationale for and structure of organizational networks in support of traffic safety programming. It outlines the operational considerations and approaches important to both understanding network-based partnerships and improving their functionality. The chapter draws on conceptual and empirical studies of organizational networks in order to enhance the effectiveness of networks and integrate network-based approaches with the cultural orientation already present in traffic safety research and practice.

This chapter proceeds from the premise that, increasingly, efforts to impact traffic safety behaviors will be interconnected with other concerns, and that traffic safety initiatives will require engagement with organizations focused on concerns other than traffic safety. The implication of the ideas examined in this chapter is that traffic safety agencies will need to focus not just on traffic-related behaviors, but also on the strategic and operational coordination with other organizations. Doing so has the potential to create synergies that would be unachievable if agencies operation in isolation.

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Organizational Culture and Its Impact on Continuous Improvement in Manufacturing
Type: Book
ISBN: 978-1-80262-404-5

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Co-creation and Smart Cities: Looking Beyond Technology
Type: Book
ISBN: 978-1-80043-602-2

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Servitization Strategy and Managerial Control
Type: Book
ISBN: 978-1-78714-845-1

Book part
Publication date: 7 February 2024

Maike Tietschert, Sophie Higgins, Alex Haynes, Raffaella Sadun and Sara J. Singer

Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e.…

Abstract

Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e., shared values regarding safety management, is considered a key driver of high-quality, safe healthcare delivery. However, changing organizational culture so that it emphasizes and promotes safety is often an elusive goal. The Safe Surgery Checklist is an innovative tool for improving safety culture and surgical care safety, but evidence about Safe Surgery Checklist effectiveness is mixed. We examined the relationship between changes in management practices and changes in perceived safety culture during implementation of safe surgery checklists. Using a pre-posttest design and survey methods, we evaluated Safe Surgery Checklist implementation in a national sample of 42 general acute care hospitals in a leading hospital network. We measured perceived management practices among managers (n = 99) using the World Management Survey. We measured perceived preoperative safety and safety culture among clinical operating room personnel (N = 2,380 (2016); N = 1,433 (2017)) using the Safe Surgical Practice Survey. We collected data in two consecutive years. Multivariable linear regression analysis demonstrated a significant relationship between changes in management practices and overall safety culture and perceived teamwork following Safe Surgery Checklist implementation.

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Research and Theory to Foster Change in the Face of Grand Health Care Challenges
Type: Book
ISBN: 978-1-83797-655-3

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Book part
Publication date: 23 April 2013

Christine Teague, David Leith and Lelia Green

This chapter uses symbolic interactionism as a theoretical framework for considering data produced during two in-depth ethnographic investigations: one at Orco, a minerals…

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This chapter uses symbolic interactionism as a theoretical framework for considering data produced during two in-depth ethnographic investigations: one at Orco, a minerals processing facility; the other at RTE, the Rail Transport Executive of an urban region in Australia. It discusses the value of symbolic interactionism in revealing the detailed importance of interaction between managers and workers and, particularly, within specific workgroups. It argues that regular, repeated and intense interaction such as characterizes daily work in high-pressure occupations helps establish subcultures. It is then comparatively easy for a subculture group to develop its own values and meanings in opposition to those promulgated by management. The two case studies differ significantly around the organizational value placed on investigating injuries and accidents. In the Orco workplace, injury statistics are clearly communicated and workers believe that the “zero injury workplace” is a management priority. In the RTE, transit officer injuries are kept confidential and workers believe that a major purpose of investigations is to show how individual workers are at fault. In both cases, however, the work group has developed an informal safety culture at odds with that promoted by managers.The conclusion drawn by the end of the chapter is that managers seeking to influence the safety cultures of workers in dangerous and fraught occupations should pay close attention to the ways in which those workers operate at a symbolic distance from management. They should engage with the workers to understand the symbolic value placed by frontline staff upon the meanings attributed to safe work practices, and should collaborate together to develop a shared safety culture in which workers are protected by active management engagement in their symbolic reality. Where this occurs, workers’ perspectives are appreciated at the same time as their practices become more regulated and aligned with managerial wishes. Symbolic interactionism offers a rich perspective that takes into account the dynamism of changing circumstances and that works outwards from the thought processes of individuals through to interactions across entire organizations.

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40th Anniversary of Studies in Symbolic Interaction
Type: Book
ISBN: 978-1-78190-783-2

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