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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

This article aims at providing case-based evidence to support the idea that an integral approach using life cycle costs (LCC) would lead to more in-depth argued adjustments towards sustainable and feasible school buildings. There is a gap between the investment in and the operating costs of public school buildings, caused by the splitting up of responsibility for the financing of the accommodation. Municipalities finance the initial costs of construction, and school boards are responsible for the operating costs. According to architecture-based research on this subject, this split results in higher costs during the lifetime of the buildings. This problem is often referred to as the split-incentive problem.

The research conducted nine case studies of newly built secondary school buildings. The schools were examined with reference to building characteristics, building costs and operational costs. The sustainable performance of these cases is described with the aid of a Dutch sustainability measurement tool. The core of the research is the LCC analysis and the overall perspective on the ratio between initial costs and operations costs.

It is often held in the construction sector that investments in sustainability lead to increased expense. However, studies indicate this is not unequivocally true. The authors study, at least, found no clear evidence that schools with investments in specific sustainable solutions have such undesirable higher investment costs. The authors study found some positive effects of sustainable measurements on the LCC of secondary schools.

This study confirms the ratio of Hughes and Ive as defined in office typologies to be true in the school building typology. It is worthwhile for owners and users to keep focus on LCC, as well as for the government as financiers/or funders of school buildings.

Across use adaptation is a possible way of dealing with long term vacant office buildings, albeit previous research shows that there are many obstacles to be thrived. In The Netherlands several successful transformations of offices into housing were completed. Nevertheless, transformations do not take place on a large scale. High building costs are the main reason. Hence, new office developments should anticipate future programmatic transformation. This paper seeks answers to the questions: Is it possible to anticipate future programmatic change? To what extent will anticipation on future possibilities influence building costs?

The authors reviewed existing studies to gather information about transformation building costs and the critical success factors of transformations. The building design and costs for new office buildings were then studied, designed with enhanced transformation potential, focussing on two standard office building types, the central core tower and the single corridor slab, using the cost model PARAP.

The outcome of this research proposes an approach to office development that deals with adaptability as a means of realising enhanced future value.

To limit the research, only two standard office building types were studied.

Next to changes in the construction method of standard office buildings, the research suggests consciousness in the design phase of office developments to improve adaptability.

Based on studies of completed across use adaptations, the paper gives recommendations on how to improve the adaptability of new office buildings.

THE centripetal forces at work in the world seem to draw all human associations into larger groups. Work Study has been no exception to this, as the formation of a European Federation six months ago indicates. Another manifestation of the same tendency is the letter we print from a correspondent suggesting that there is only room for one professional organisation for Work Study in this country.

Recognition of the importance and difficulty of engaging physicians in organisational change has sparked an explosion of literature. The social identity approach, by considering engagement in terms of underlying group identifications and intergroup dynamics, may provide a framework for choosing among the plethora of proposed engagement techniques. This paper seeks to address this issue.

The authors examined how four disparate organisations engaged physicians in change. Qualitative methods included interviews (109 managers and physicians), observation, and document review.

Beyond a universal focus on relationship-building, sites differed radically in their preferred strategies. Each emphasised or downplayed professional and/or organisational identity as befit the existing level of inter-group closeness between physicians and managers: an independent practice association sought to enhance members' identity as independent physicians; a hospital, engaging community physicians suspicious of integration, stressed collaboration among separate, equal partners; a developing integrated-delivery system promoted alignment among diverse groups by balancing “systemness” with subgroup uniqueness; a medical group established a strong common identity among employed physicians, but practised pragmatic co-operation with its affiliates.

The authors cannot confirm the accuracy of managers' perceptions of the inter-group context or the efficacy of particular strategies. Nonetheless, the findings suggested the fruitfulness of social identity thinking in approaching physician engagement.

Attention to inter-group dynamics may help organisations engage physicians more effectively.

This study illuminates and explains variation in the way different organisations engage physicians, and offers a theoretical basis for selecting engagement strategies.

Tries to assess the place of Da Empoli’s Theory of Economic Equilibrium, a book on the development of thinking on market structures and price theory. It is an early and important, though almost neglected, contribution. Neglected because the main developments in the 1930s and later on were on market classifications and theories of pricing within these market structures, as developed by Chamberlin, Robinson, Stackelberg, Triffin, and de Jong. Chamberlin and Robinson who knew the study either did not pay attention to and/or did not understand the true nature of the work. The approach was too different from theirs. Da Empoli’s work is on the process of competition. In this he has affinity to work of Knight and Clark written in the 1920s. This approach had some later defenders in the 1940s in Clark, Eucken and Hayek. Around 1960 it got a more prominent place in the work of Clark, Hayek, de Jong and Stigler. At almost the same time the other approach petered out, casu quo came to a close.

The purpose of this paper is to test the relationship between subjective job insecurity and self-rated job performance, and to assess how this association is different across different employment groups.

The authors used a data set owned by TNO and Statistics Netherlands of more than 89,000 Dutch workers and self-employed that is a representative sample of the Dutch workforce. The authors included data from 2014 and 2016 assessing subjective job insecurity in terms of “a concern about the future of one’s job/business” and self-rated job performance.

The effect size of the association between subjective job insecurity and self-rated job performance is small. For temporary agency workers and on-call workers, the association between subjective job insecurity and job performance is weaker compared to permanent workers and fixed-term workers. However for self-employed workers with and without employees, however, the relation between subjective job insecurity and job performance is stronger compared to permanent workers.

The biggest limitation is the cross-sectional design of the study, which limits conclusions about causality.

The finding that subjective job insecurity goes together with less work performance shows that job insecurity has no upside for the productivity of companies.

The study provides a deeper understanding of the relationship between subjective job insecurity and self-rated job performance on a national level.

This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by employees following merger and acquisition (M&A) in Malaysia.

The study, which adopts the Social Identity Theory as its theoretical foundation, was conducted among employees from selected Malaysian organizations that had undergone M&A from 2009 to 2016. Data were obtained from 302 respondents and analysed using Structural Equation Modelling procedures.

The results reveal that interactional justice and four dimensions of organizational culture contribute significantly to organizational identification, with a determination power of 61 per cent.

The study offers practical insights to human resource managers in strengthening organizational identification as perceived by employees after an M&A by considering the crucial role of interactional justice and organizational culture.

There have been few investigations that link employees’ perceptions of organizational justice and culture with post-merger organizational identity. This study theorizes on human issues in M&A and enriches the Western literature on organizational identification by providing insights from an Asian (Malaysian) perspective.

The research is limited in terms of respondents who were employed in M&A organizations in the Klang Valley areas in Malaysia. The scope is also limited to an examination of two groups of organizational factors, namely, justice and culture, that lead to organizational identification. Implications to managing human resources from the perspective of organizational development are discussed.