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This chapter develops a model of professionalism via a synthesis of three extant theories from the sociology of the professions literature. Nine components or conditions of the model are used to trace the historical development of public accountancy through an Early Era from 1850 to 1929 and a Modern Era from 1930 to the mid-1980s. The conclusion is that concerted efforts over an approximate 130 year period were needed for accountancy to achieve elite professional status in the eyes of the U.S. public. The question remaining is if accountants have forgotten the history lessons on what has been required to achieve and sustain elite professional status?

A statutory board is one of the three forms of public enterprise in Singapore which are involved directly or indirectly in economic development. Tan Chwee Huat has defined a statutory board as “an autonomous government agency set up by special legislation to perform specific functions (Tan, 1974, p. 102).” Similarly, Lee Boon Hiok has referred to statutory boards as “a catchall phrase for the statutory bodies which have been established by an Act of Parliament,” which specifies their rationale as well as their rights and powers (Lee, 1975, pp. 38–39).

This article reports on the views of 92 social workers about their practice in adult protection in England and Wales as part of a wider study of adult protection working and regulation that took place between 2004‐2007 in 26 sample local authorities. The article explores social workers' reported experiences of partnership or multiagency working and how this, along with overarching regulatory frameworks, affected their practice within and across agencies. Among findings from the study were that social workers considered that sharing information and responsibilities led to positive outcomes for service users and that the incorporation of different agency perspectives supplemented sharing of best practice.

The purpose of this paper is to look at the impacts on adult safeguarding partnerships and practice over 18 months following the implementation of the Care Act (2014) from the perspectives of an independent Chair of two Safeguarding Adults Boards (SABs) and a senior manager in adult social care in a local authority. They look at the areas of: wellbeing and safety, safeguarding activity and process, changing criteria and definitions, Making Safeguarding Personal, SABs, safeguarding adult reviews and advocacy.

The authors draw together information from published sources, experience and networks.

The paper argues that the impact on adult safeguarding and SABs has been greater than originally envisaged in a range of areas. This appears to be as a result of adult safeguarding having been made statutory, a new framework having been put in place, and added impetus given to a cultural change in adult safeguarding practice.

The authors have been engaged in delivering the adult safeguarding elements of the Care Act (2014) and so provide unique insight into the experience of making the changes required to meet the new statutory requirements and achieve the objective of protecting peoples’ rights to live in safety, free from abuse or neglect.

The purpose of this paper is to explain the amendments to the listing standards of the New York Stock Exchange (NYSE) and the NASDAQ Stock Market (Nasdaq), which were approved by the Securities and Exchange Commission (the SEC) on January 11, 2013 to implement the SEC's final rules on the independence of compensation committees and their selection of advisors pursuant to Rule 952 of the Dodd‐Frank Wall Street Reform and Consumer Protection Act of 2010 (Dodd Frank).

After a summary of notable provisions, the paper explains effective dates and respective Nasdaq and NYSE listing standards pertaining to compensation committee compensation; director independence standards, advisors, and charters; certain exemptions for foreign issuers; exemptions for certain types of companies and partnerships; and recommended next steps for companies that are subject to the amended listing standards.

Over the past few years, the independence of compensation committees and their advisors has been a hot button corporate governance issue. Dodd‐Frank prohibits national securities exchanges from listing any equity security of an issuer that is not in compliance with the exchanges' compensation committee independence and advisor requirements.

The listing standards generally become effective on July 1, 2013; however, listed companies have until the earlier of: their first annual meeting after January 15, 2014; or October 31, 2014, to comply with certain requirements including the independence structure of their compensation committees.

The paper provides practical advice from experienced financial services lawyers.

Describes, through practical recent experiences, an approach to implementing policies, standards and procedures in a large commercial enterprise. Presents an outline of a guide for those considering the long haul associated with such a major undertaking.

This study defines service breakdowns, service breakdown prevention, and “servicide” as they relate to service-dominant logic. The study reviews relevant relevant literature on these three topics. This study categorizes real-life examples into five levels of dramatic turns toward service degradations and breakdowns that range from customer being aware but not mentioning service inadequacy to the service breakdown resulting in death of the customer or service provider. Taking initial steps in developing dramatic turn theory and improving the practice of service breakdown prevention are the major contributions of this study.

This study is a conceptual contribution that includes a dramatic turn role-playing exercise (at category 4 among five categories of dramatic turns for pedagogical/on-site enacting/practicing and training of service professionals. The study emphasizes and shows how to create and enact role-playing scenarios to increase requisite variety, provide training modules and increase skills/expertise in service enactment contexts.

Before explicit reviewing of the dramatic-turn performances, some of the participants as actors as well as audience members in role-play dramatic turns were quick to blame the customer behavior as the principal cause for the service breakdown. The study’s exposition stresses prevention of negative dramatic turns follows from experiencing and coaching a wide variety of customer and server interactions – achieving “richness” in enactments.

Research on service breakdown prevention needs to include field experiments on the efficacy of training programs for effective management of dramatic turns.

Training of service workers and service managers in experiencing/participating in dramatic turns is likely to be beneficial in reducing the severe adverse outcomes and unintended consequences of service breakdowns. Prevention, not only service failure recovery, needs to be an explicit focus in hospitality management training and assessment.

This study suggests tools and procedures to reduce the instances of the need for service breakdown recoveries.

The study calls attention and contributes a way forward in managing dramatic turns in hospitality service contexts. The study provides a nascent configurational theoretical foundation of dramatic-turn propositions. Given the severity of financial costs and loss of brand/firm reputation following the occurrence of extreme dramatic turns, a research focus on service breakdown prevention is necessary.

The purpose of this paper is to investigate the nature of the underlying social motivation, including collective norm and subjective norm, which shapes users’ decisions to revisit a social commerce site.

Structural equation modeling was used to evaluate the research model using data from a survey of 531 social commerce users.

Results support the importance of subjective and collective norms as measures of social norm. Both norms were combined to: develop a parsimonious higher order measure of social motivation, and examine the consequent impact on social commerce continuance behavior. In addition, the authors demonstrate that the factors that influence the social impact theory variables, specifically time spent during each visit, affective experience and gender can moderate the impact of social norm on social commerce continuance use intention.

Social commerce website designers can provide visibility of the number of a user’s close contacts (or contacts that the user either interacts with or follows) as well as the total number of people using the same technology as a visual cue to encourage user retention on the site.

The results indicate that customers’ social commerce revisit intentions are strongly influenced by a combination of how they perceive the behavior as endorsed both by their friends and by the majority view in their social network.

This study examines and validates sources of social influence that affect continuance use intention with social technologies such as social commerce sites.

Although leanness is certainly not a new concept it is doubtless still relevant. Interestingly, newly developed manufacturing paradigms and systems are always examined in relation to leanness. In other words, leanness serves in most cases as the landmark paradigm with which comparisons are being drawn between the latter and recently pioneered approaches. The purpose of this paper is to highlight the evolutional orbit that leanness has followed over the years and serve as a herald of the current state of this evolution, which will be discussed further, in a separate paper.

A great part of this paper is devoted to highlighting the misconceptions surrounding issues such as what leanness really constitutes and what are the key concepts and practices that leanness encompasses. Two successful lean transition stories are presented showing how these lean tools and techniques were implemented in the cases of two UK‐based manufacturing companies.

Because of its inherently dynamic nature, leanness has undergone and still is undergoing a process of continuous and never‐ending evolution, the current state of which is expressed in the form of the lean enterprise model. Nevertheless, despite the undiminished attention and interest for leanness, the literature has failed to keep track of this evolution. For this reason a significant proportion of the literature relies on a rather antiquated vision of leanness.

The paper reviews two major waves of literature criticising leanness with the first focusing on its social aspects and the second questioning its universality mainly with respect to its limited applicability in high variety‐low volume production systems.

The purpose of the paper is to provide healthcare organisations with an example of how the implementation of new interventional procedures and NICE guidance can be improved by adopting a synergistic approach.

The paper shows that following the introduction of the Interventional Procedure Programme (NICE) and the issue of Department of Health advice in 2003, it was considered that the hospital's process for implementing new interventional procedures should be revised and would be more effectively managed by integrating with the well established process for implementing NICE guidance. The strategy for implementing NICE guidance and the new interventional procedure ratification process at the Luton and Dunstable Hospital NHS Trust are outlined and describe individual and corporate roles and responsibilities that promote local ownership.

The paper provides information on how the Trust incorporated the national perspective into a local model, which ensures a well‐coordinated multidisciplinary approach to introducing innovative clinical practice safely.

This paper demonstrates a useful tool that may be adapted by other healthcare organisations and clinical governance professionals responsible for implementing new interventional procedures into local practice. The role of the Interventional Procedure Governance Committee in supporting the application, review, ratification and monitoring processes is explained.

The paper identifies a practical approach, ensuring that practice follows recommendations within guidance already published by NICE or are reported to the Interventional Procedure Programme if the procedure is not already included within the work programme.