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To evaluate the impact of crisis house admission in terms of mental health recovery and achievement of personal goals for people using the service.

Mental Health Recovery Star (Recovery Star) and Personal Goal Scoring data were collected at entry and exit points in routine practice as part of a bespoke support planning process from 722 adults using one of three Rethink Mental Illness Crisis Houses. The adults had mental illness diagnoses including depression, schizophrenia, bipolar disorder, personality disorder, and anxiety disorder.

There were significant increases in all ten Recovery Star domains, for example: managing mental health (up 2.11 points (1-10 scale)), identity and self-esteem (up 1.56 points), trust and hope (up 1.48 points), and self-care (up 1.35 points). The analysis of Personal Goal Scoring data (scored on 1-10 scale) showed significant increases on how close people were to achieving their goals. For all goals listed there was an average increase of 2.5 point from 3 to 5.5, showing that people made progress during their stay in the service.

Services provided by the third sector may offer an important contribution to support people's recovery and prevent admission to psychiatric hospital.

The findings of the evaluation study support a growing body of evidence regarding the effectiveness of services offering alternatives to admission, and they highlight the value of using recovery-oriented support planning and outcome capture tools in routine practice.

This paper aims to propose positive and negative firm competitiveness effects of knowledge acquisition of pertinent, irrelevant and erroneous knowledge based on its distinctiveness, the source of knowledge and the presence of firm complements.

Aspects of knowledge acquisition from the innovation, knowledge and routines literatures are integrated to create propositions showing the effects of knowledge acquisition on firm competitiveness. Examples from different eras of the automobile industry are used to illustrate the propositions and demonstrate the enduring nature of these issues.

Various combinations of firm complements and knowledge type and criticality can cause significant competitive effects, such as parity, relative harm and opportunity capture, that managers should be cognizant of when planning knowledge acquisition.

Knowledge researchers should use a more integrative, holistic approach concerning firm resources to their empirical studies. This better allows for the competitive effects of interactions between new and existing firm resources to be captured.

The propositions emphasize the importance of increased managerial attention and understanding of potential problems of new knowledge acquisition. Moreover, managers should pay particular attention to their firm’s existing complements when assessing knowledge acquisition benefits.

The positive value of firm knowledge receives substantially more research attention than the potential negative effects. This paper identifies the competitiveness effects of acquiring pertinent, irrelevant or erroneous knowledge. Increased attention on the interaction of new knowledge and complements illustrates the positive and negative effects on firms.

Government guidelines state that health services must measure outcomes for patients. However, there is only limited evidence on outcome measures for children with learning disabilities. This paper reports on a study designed to investigate the suitability and effectiveness of four outcome measures (Health of the Nation Outcome Scales for Children and Adolescents ‐ HoNOSCA, Children's Global Assessment Scale ‐ C‐GAS, Strengths and Difficulties Questionnaire ‐ SDQ, and Commission for Health Improvement Experience of Service questionnaire ‐ CHI) for a community team working with children with learning disabilities. The paper highlights the difficulties in capturing the impact of service intervention in a multidisciplinary community setting. The implications of the research for clinical practice are discussed.

The purpose of this paper is to explore the dynamics involved in the emergence and change of management accounting routines. It seeks to provide an understanding of the ways in which these complex routines foster stability and change in management accounting practices.

A longitudinal case study was conducted at the Rabobank Groningen – an autonomous member of the cooperative Rabobank group – over a period of four years. The emergence of a new routine of planning and control was traced, which evolved substantially over the period of study.

It was found that the cognitive representations of the routine studied, i.e. the way it was subjectively understood, provided a temporarily stable basis for the routine. Change arose from improvisations through its recurrent performances. It was also found that change could result from complex dynamics in the routine, as opposed to viewing them as static and stable entities that react to “external” stimuli.

The research findings contribute to an understanding of the reproduction of management accounting routines and the ways in which change can arise in these routines. It provides a means to study the micro‐processes of reproduction of routines, which play an important part in institutional theories of management accounting change.

This paper places management accounting routines and their processes of reproduction at the centre of the argument to provide an understanding of the role of routines in accounting change. Since the notion of management accounting routines has not been developed extensively, this understanding contributes to studies into the nature of routines and their role in management accounting change.

Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human capital is proposed to potentially improve all three dimensions. However, functional managers with overlapping responsibilities at the plant-level might implement human capital routines based on their individual functional schemas. The purpose of this paper is to investigate whether functional managers have conflicting perceptions of human capital routines, due to narrow perceptions benefiting their own functional domain, and thus generate trade-offs.

A combination of matched survey and archival data from 198 manufacturing plants is used to explore the degree to which functional managers have conflicting perceptions of human capital routines and the effects of these perceptions on sustainability outcomes.

The results indicate that on average functional managers have conflicting perceptions that generate trade-offs between sustainability dimensions. However, when functional managers had a shared perception better outcomes on all sustainability dimensions are shown. Thus, human capital routines can be a powerful tool for sustainability only if senior management can promote a shared schema across functional managers.

Differently than most previous studies assuming shared sustainability goals within an organization, this study considers a multiplicity of functional actors with potentially varying perceptions about sustainability goals and links these to organizational routine implementation and outcomes. Additionally, the dynamic and subjective nature of organizational routines, such as human capital routines, is proposed to explain contradictory impacts in a multi-objective setting such as sustainable operations management.

In an ever-complexifying business context, organizations need to continuously adapt, adjust and change their routines in order to remain competitive. Drawing upon a qualitative study focusing on three Southeastern European countries (Greece, Bulgaria and Serbia), this paper explores the role played by managerial feedback on routine change within small and medium enterprises (SMEs).

The authors draw from an in-depth qualitative study of six manufacturing SMEs located in three Southeastern European countries: Greece, Bulgaria and Serbia. The process of data collection, which spanned over a period of fifteen months, was centred around both interviews and observations.

The authors argue that feedback is a powerful and constructive managerial practice that sets to initiate changes in routines through three different means: (1) making sense of the changes required (by channelling information), (2) rationalizing the decision for changing the unproductive routines and (3) reviewing the process of change through the legitimization of situational routines. In addition to this, the authors found that managers perceive that routines need to change for four main reasons: inability to meet targets (e.g. performance); too cumbersome to deal with complex environments; inflexibility and failing to provide control; obsolete in terms of providing a sense of confidence.

This research provides evidence that feedback is an important managerial means of changing routines in informal, less bureaucratic and less formalized workplaces such as SMEs. Managers might embrace deformalized approaches to feedback when dealing with routines in SMEs. Working within a very sensitive structure where the majority of changes on routines need to be operationalized through their hands, managers and practitioners should deploy feedback in order to highlight the importance of routines as sources of guiding actions, activities and operations occurring in SMEs that create better internal challenges and processes.

The authors’ research suggests that routines are subject of change in dynamic and turbulent situations. Perceiving routines as antithetical to change fails to capture the distinctive features of change such as its fluidity, open-endedness, and inseparability. Likewise, the authors claim that routines are socially constructed organizational phenomena that can be modulated in different ways in SMEs.

Individuals with an intellectual disability (ID) develop mental health difficulties at similar rates to individuals in the general population. Using Patient Reported Outcome Measures can help track deterioration and improve the outcomes of individuals seeking help for their difficulties. The Clinical Outcome in Routine Evaluation-Learning Disabilities (CORE-LD) is a multi-trait measure of psychological distress which has shown moderate test-rest reliability. However, the CORE-LD is yet to be validated for the population it was designed for. Therefore the purpose of this paper is to establish the concurrent validity of the CORE-LD in a population of individuals with a diagnosis of mild–moderate ID.

Participants with a diagnosis of mild–moderate ID, as well as other co-morbidities, were recruited from two UK inpatient hospitals and asked to complete the CORE-LD and its general population counterpart the Clinical Outcome in Routine Evaluation-Outcome Measure (CORE-OM).

Statistically significant differences were found regarding the CORE-LD across gender, with females scoring higher on the CORE-LD than males. There was no significant difference between security levels. The overall mean scores on each measure were moderately correlated. The data from this analysis suggest a significant positive correlation (r_s=0.68).

This initial study’s findings have demonstrated the CORE-LD may have concurrent validity, and further replication studies in larger and more diverse samples are needed.

As Pervasive Computing environments become more richly populated with sensors and computing power it may be possible for the environment to observe and interpret user actions and pre‐emptively provide accurate support for those actions. This requires accurate inference of user intent. Though individual user acts may be inferable from environmental context sensing, the inference of intent for which appropriate support might be offered is more challenging. Numerous researchers have used probabilistic techniques such as Bayesian Analysis techniques to attempt such inference. Unlike a desktop environment, however, pervasive computing environments are extremely heterogeneous, so any heuristics used must be tailored to the physical environment and the users in question. Thus these techniques are only likely to be accurate if configured with accurate knowledge of routine user behavior. Many existing approaches attempt to learn such knowledge from operational data, but this often requires user involvement in training and expert configuration of probabilistic processing structure. In this paper we examine a complimentary approach where users are presented with an intuitive interface to support the direct configuration of probabilistic structure by users with appropriate knowledge. By treating an intent inference system for a particular pervasive computng environment as an autonomic system, we approach the problem as the design of an intuitive governance interface for this system. We then present the design and usability evaluation of this governance interface.

What new empirical implications can emerge in the organizational adaptation domain by adopting a multi-level co-evolutionary theoretical perspective? How does the performance appraisal process affect the evolution of the organization? The purpose of this paper, positioned within the organizational evolution research field, is to untangle the complexity behind emergence, development, and extinction of business processes over time, highlighting the inner mechanisms behind the adaptation process.

The work is presented as a longitudinal, single case study of a service firm. Scholars concur in considering this approach particularly reliable when investigating the evolution of a practice (Feldman, 2000; Howard-Grenville, 2005; Lazaric and Denis, 2005). Data have been collected during 2014 through three main methods: unstructured interviews, meeting observations, and direct observation of participants.

From the analysis, it emerges that the impact of the performance appraisal routine on individual and group dynamics is the main determinant behind organizational inertia and resistance to change. In particular, the degree of managerial control exerted, the feedback scheme applied, and the group interaction mechanisms are predictors of the degree of business process exploitation or exploration within a practice.

In order to address the exploratory nature of the work, further developments may deepen the analysis investigating and comparing the findings obtained in different business contexts, highlighting important similarities or differences in various sectors. Different empirical settings might also be beneficial in further investigating the complexity of additional dimensions of routines’ evolution, especially at the group and organization level of analysis.

The insights from the case may serve as useful inputs to improve the efficiency of the service firm examined, and to identify possible mechanisms to foster knowledge production and replication within the practice.

The paper, by adopting a co-evolutionary perspective, has been conceived as a deliberate search for new empirical implications in the organizational evolution research domain at multiple levels of analysis.

Community-governed mass collaborations are virtual organizations in which volunteers self-organize to produce content of value. Given the high turnover of participants and the continual development and modification of governance modules, questions arise about how mass collaborations can succeed. Based on organizational routine theory, the purpose of this paper is to investigate how different aspects of routines can support the goals of mass collaborations.

Proposed hypotheses are developed and tested with data from a critical decision-making area of a successful community-governed mass collaboration – Wikipedia’s content review process.

The findings support the arguments that routines that reinforce governance serve important roles in enabling mass collaboration in the presence of transient participation and dynamic task demands in addition to creating a greater likelihood of success as outlined by the collaboration.

One limitation of this study is that it examines these types of routines in only one context, Wikipedia’s content review process, and Wikipedia is an unusually successful, community-governed mass collaboration. However, this can be considered a conservative test as mass collaborations in more formal contexts or in traditional organizations face fewer hurdles due to more stable social norms, routines, and participant populations.

Greater understanding of how community-governed mass collaborations “get the work done” in spite of participant transience and governance flux can guide developers in managing flourishing communities.

While routines have been studied in traditional organizations, little work has been done with routines in community-governed mass collaborations and how they enable both stability and flexibility.