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COVID-19 highlighted the potential value of improving knowledge sharing (KS) processes among hospital estates and facilities management (HEFM) departments. Organisational trust (OT) is a recognised predictor of KS interactions, but the interplay of impersonal and interpersonal OT components is yet to be investigated fully. In response to recent calls, this study aims to explore the effect of organisational features on personal trust and OT components required for KS episodes, in the context of the English National Health Service (NHS).

A qualitative, exploratory grounded theory approach was selected, using primary data from 22 semi-structured interviews and secondary data from grey literature. A model of trust for KS among employees from geographically distributed units with pooled interdependence was synthesised from a review of the literature and used to connect the organisational features to different trust mechanisms.

This study identifies four organisational features with a compound barrier-effect on impersonal-based OT, interpersonal-based OT and personal trust for KS interactions: lack of professional development, inappropriate reward and incentive systems, reorganisations/organisational change and benchmarking.

This study sought to generate theory about the interplay of organisational barriers and trust components required for KS, not to describe HEFM KS across the entire NHS. Future studies with more comprehensive data collections can build on this exploratory study by quantitatively testing the compound barrier effect of the organisational features.

Practitioners can benefit from the insights into the barriers inhibiting trust mechanisms required for effective KS processes. These can inform policymakers in English and potentially other health-care systems in designing enhanced collaborative arrangements, which are required as future crises, e.g. pandemics and climate change hazards, will require increasingly complex solutions.

This study addresses the interplay between personal trust, impersonal OT and interpersonal OT for KS by identifying the compound barrier effects of underlying organisational barriers common to personal trust and OT.

There is a growing awareness on the use of systems approaches to improve patient safety and quality. While earlier studies evaluated the validity of such approaches to identify and mitigate patient safety risks, so far only little attention has been given to their inputs, such as structured brainstorming and use of system mapping approaches (SMAs), to understand their impact in the risk identification process. To address this gap, the purpose of this paper is to evaluate the inputs of a well-known systems approach, failure modes and effects analysis (FMEA), in identifying patient safety risks in a real healthcare setting.

This study was conducted in a newly established adult attention deficit hyperactivity disorder service at Cambridge and Peterborough Foundation Trust in the UK. Three stakeholders of the chosen service together with the facilitators conducted an FMEA exercise along with a particular system diagram that was initially found as the most useful SMA by eight stakeholders of the service.

In this study, it was found that the formal structure of FMEA adds value to the risk identification process through comprehensive system coverage with the help of the system diagram. However, results also indicates that the structured brainstorming refrains FMEA participants from identifying and imagining new risks since they follow the process predefined in the given system diagram.

While this study shows the potential contribution of FMEA inputs, it also suggests that healthcare organisations should not depend solely on FMEA results when identifying patient safety risks; and therefore prioritising their safety concerns.

The creation of well‐designed products is widely acknowledged as an important contributor to company success. In principle, an effective design process, as part of the wider new product development (NPD) process, should result in well‐designed products. This paper aims to present a tool to enable a design team to evaluate their design process in a workshop setting, with a view to targeting improvements.

This tool is based on literature and has been iteratively developed using a mixed research approach, including detailed exploratory cases and application in action research mode.

The resulting tool comprises two main components. A “process audit” based on process maturity principles, which targets the design‐related activities in NPD. The process audit enables a company team to identify improvement opportunities in the design process. A product audit enables perceptions towards product characteristics to be assessed. The audit tool does not seek to be a benchmarking tool, but aims to capture “good design” principles in a form which is accessible and useful to practitioners.

In use, the tool enabled managers to balance their concern with meeting budget and timescale demands against the importance of producing well‐designed products. By first focusing on the tangible output of the design process – the product – practitioners are better able to understand the way in which design decisions influence product usability, desirability and producibility. Evidence from cases confirms the value and originality of this tool.

Previous tools addressing product development have focused on strategic and managerial concerns. This novel assessment tool focuses explicitly on design issues, within the wider context of NPD.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

In a previous issue of Serials Review, I described the three international organizations that I then assumed were the principal ones concerned with the protection of threatened tribal peoples throughout the world. I now know that I had overlooked one very important organization that is in fact coterminous with the organized effort to eradicate slavery. Until very recently, that organization was known as the Anti‐Slavery Society for the Protection of Human Rights. Gale's Encyclopedia of Associations: International Organizations places the foundation of this society in 1839, a date that is off by fifty‐one years, inasmuch as it can be shown that the society under at least two earlier names is continuous with the society that emerged, reorganized, redefined, and renamed in 1839 and with the society that remains vigorously active today.

This paper summarises the ‘what’, ‘why’ and ‘how’ of inclusive design, and presents key contributions of the 2006‐2010 i‐design research consortium, the third successive research consortium funded by the Engineering and Physical Sciences Research Council as part of the Extending Quality of Life initiative. Throughout 10 years of i‐design research, the overarching goals have been to provide industrial decision makers with mechanisms for understanding the significance of age‐ and capability‐related factors, and to provide the design community with the techniques and guidance required to deliver better products and services for people of all ages and abilities. In this latest period of research, the specific emphasis has been on quantifying design exclusion and enabling designers to work with users.

We review our work as collaborators over nearly 40 years as researchers and OD practitioners on the human, cultural, and organizational aspects of mergers and acquisitions (M&A). This chapter addresses (1) how our thinking, research methods, and practices developed over time, (2) accounts of deriving theory from practice and contrariwise of applying theory to practical matters, (3) how our respective shifts from academe toward scholarly-practice influenced our thinking and how we write, and (4) varieties of scholarly collaboration – ranging from intensive interchange to sequential pitch and catch. Early work covers a study of a “white-knight” acquisition and then advising on post-merger integration in a hostile takeover, revealing the stages of a deal, dynamics of buyers and sellers, and human factors that produce the “merger syndrome.”

Throughout we talk about confronting challenges of the scholar-practitioner divide as it pertains to role definition and boundary management as well to our theorizing, writing, and publication agenda. The chapter concludes with reflections on doing applied research in collaboration with a colleague (and friend).

February 5, 1973 Industrial relations — Unfair dismissal — Compensation — Employee dismissed for redundancy — No prior warning of dismissal — No financial loss arising from failure to consult — Whether failure rendered dismissal unfair — Whether compensation payable — Industrial Relations Act, 1971 (c.72), ss.24(6), 116.