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Rapid prototyping and three-dimensional (3D) printing allows the direct creation of objects from 3D computer-aided design files. To identify the effects 3D printing may have on student experiences and the learning of the design process, students were asked to create a design and create a prototype of that design.

This study follows an experimental design involving four total courses of interior design students. After conceptualizing a design, students were randomly selected to either create the prototype by hand or given access to 3D printing equipment. The models were graded by three subject experts using a rubric that focused on three key aspects of the model project, namely, craftsmanship, design quality and scale (proportion).

All three measures produced significant mean differences with a medium effect size when comparing the 3D printed models to the traditionally built models. Additional observations provided insights into the design processes approached by students using hand-constructed and 3D printed modeling. The most notable difference was the propensity for curved and rectilinear shapes by available design technologies.

The experiment showed that the design technology (3D printing) did have an impact on the designs students conceptualized. This suggests that students do connect ideation to implementation, and the availability of enabling technology impacts the design process. This research was conducted in an interior design environment and consists of primarily female students. The experimental research may be limited to design programs with similar student populations and levels of exposure to various design technologies.

This research is designed to provide instructors and programs valuable information when looking at implementing new design technologies into the curriculum. Instructors are made aware that new design technologies do impact student design strategies. Additionally, although certain design technologies allow for revisions, it was apparent that students continued to be resistant to revise their initial models suggesting instructors prepare to address this issue in instruction.

There is a strong body of research indicating inequality in education where students have differing access to technologies in schools. This research shows that 3D printing, similar to many technologies in education, can impact the cognitive processes of content being learned.

There is limited research on how design technologies impact design cognition and the experiences of design students. This paper looked specifically at one design technology (3D printing/rapid prototyping) and how it impacts the processes and quality of design, in addition to the quality of design products (prototypes or models). Research such as this provides instructors and faculty members an insight into how design technologies impact their curriculum.

The purpose of this paper is to provide a retrospective analysis of computer simulation’s role in accelerating individual innovation adoption decisions. The process innovation examined is Lean Systems Thinking, and the organizational context is the imaging department of an Australian public hospital.

Intrinsic case study methods including observation, interviews with radiology and emergency personnel about scheduling procedures, mapping patient appointment processes and document analysis were used over three years and then complemented with retrospective interviews with key hospital staff. The multiple data sources and methods were combined in a pragmatic and reflexive manner to explore an extreme case that provides potential to act as an instructive template for effective change.

Computer simulation of process change ideas offered by staff to improve patient-flow accelerated the adoption of the process changes, largely because animated computer simulation permitted experimentation (trialability), provided observable predictions of change results (observability) and minimized perceived risk.

The difficulty of making accurate comparisons between time periods in a health care setting is acknowledged.

This work has implications for policy, practice and theory, particularly for inducing the rapid diffusion of process innovations to address challenges facing health service organizations and national health systems.

The research demonstrates the value of animated computer simulation in presenting the need for change, identifying options, and predicting change outcomes and is the first work to indicate the importance of trialability, observability and risk reduction in individual adoption decisions in health services.

The purpose of this paper is to demonstrate that, if teams in healthcare focus on the patient using the framework of a care pathway, change can occur without the overt need to “manage” it directly.

In this paper the relevant literature is reviewed and it is demonstrated that if this approach is used it also provides a means for addressing difficult professional and organisational issues that are often unresolved in broader projects of organisational change. This is not presented as a panacea or the solution to all change projects, rather the contention here is that it is one means among many that can be used to bring about important changes in practice.

The paper finds that care pathways represent a useful tool, which teams can use to work through the contextual and practical issues involved in changing practice.

The paper describes the development of integrated care pathways, which can be regarded as a fortunate fusion of managerial and professional concerns.

The aim of this paper is to examine the introduction of innovation as part of a management development programme at a primary care organisation, a legal form known as a Primary Care Trust (PCT), in the UK.

The paper draws on experience of managing a successful management development programme for a PCT. The report of the case study analyses the key events that took place between 2008 and 2010, from direct observation, surveys, discussion and documentary evidence.

The Northern PCT has partnerships with a number of educational providers to deliver their leadership and management development programmes. A close working relationship had developed and the programme is bespoke – hence it is current and of practical use to the UK's National Health Service (NHS). In addition, there are regular meetings, with module leaders gaining a firsthand understanding of the organisation's needs and aspirations. This has resulted in a very focused and personalised offering and a genuine involvement in the programme and individuals concerned.

The research was conducted among a relatively small sample, and there is a lack of previous literature evidence to make significant comparisons.

The paper identifies key implications for practitioners and educators in this area.

This paper is one of few to investigate innovation and improvement in the NHS, and is unique in that it uses the lenses of a management development programme to explore this important, and under‐researched, topic.

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employees’ challenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employees’ challenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

This paper seeks to describe the exploration of human resource issues in one large‐scale program of innovation in healthcare. It is informed by established theories of management in the workplace and a multi‐level model of diffusion of innovations.

A realist approach was used based on interviews, ethnographic observation and documentary analysis.

Five main approaches (“theories of change”) were adopted to develop and support the workforce: recruiting staff with skills in service transformation; redesigning roles and creating new roles; enhancing workforce planning; linking staff development to service needs; creating opportunities for shared learning and knowledge exchange. Each had differing levels of success.

The paper includes HR implications for the modernisation of a complex service organisation.

This is the first time a realist evaluation of a complex health modernisation initiative has been undertaken.

This paper aims to report “positively deviant” experiences of three public sector networks seeking to enhance organizational and system level capacities. It is the authors' thesis that the knowledge base concerning the true benefits and pitfalls of networks can be captured and interpreted only through intense, ongoing learning effort embedded in practice on the ground, combined with sustained in‐depth observation and collaborative research.

The paper describes through case examples why and how different kinds of networks within different jurisdictional contexts and different organizational cultures are being used to enhance the climate for change towards better health care and improved health. The authors describe the contexts, structures, processes and impacts of three “positively deviant” networks.

The network form can provide opportunity for nurturing changes and innovations within large organizational and complex system environments. This opportunity to create additional and different pathways for improved decision making and service provision comes with challenges that should be recognized.

The authors' experiences indicate that, for networks, a key component of success relates to pulling and pushing at the edges of multiple connections and boundaries in “positively deviant” ways. This pushing and pulling is intrinsically evidence of organizational and intraorganizational learning – in the examples presented – for the improvement of health care and health.

Other networks can learn from the reported experiences and add their own cases to the empirical understanding of how networks can make a difference; this in turn can help the conceptual and theoretical understanding of them.

In this article, the authors aim to review the extant literature and analyze the theoretical influence in the academic research of organizational decline and related topics (turnaround and bankruptcy, for example). They examine the theoretical contribution and the most influential authors to better understand the intellectual structure that connects theories and authors that have researched organizational decline. This study makes it possible not only to understand the current state of the art of research on organizational decline but also to uncover and guide future studies on organizational decline, based on the conceptual gaps identified.

Empirically, the authors conduct a bibliometric study involving analyses of citations and co‐citations to uncover the connections between authors and theories used. The bibliometric study was performed in 18 top‐ranked management journals. Their sample of 104 articles was retrieved from ISI Web of Knowledge.

The authors identified four clusters of research areas, and conclude that evolutionary theories support a considerable number of works, including studies on the effects of inertia, isomorphism and adaptation. Sociological approaches have also been used, namely examining the adjustment of the internal structures and actions to enhance positioning. Other research on decline is based on works on learning and decision making as well as on decline and turnaround strategies.

The main limitations concern the methods and the sample. Although the authors selected 18 top management journals, they do not encapsulate the entire stock of existing knowledge.

Well‐known and reputable corporations, not only the small entrepreneurial firms, also face organizational decline and failure. Although organizational decline is a reality, there is a notable scarcity of research on the topic. Organizational decline is more often studied in small companies and attributed to the liability of newness and a lack of several types of physical, technological, financial and social resources. Although the authors expected a priori to identify works using a resource‐based view, that was not the case, perhaps because since the 1990s strategy scholars' interest in studying organizational decline diminished. Notwithstanding, organizational ecologists continue to work on organizational decline as it is one of the central areas of their work.

The questions addressed by this review are: first, what are the guiding principles underlying efforts to stimulate sustained cultural change; second, what are the mechanisms by which these principles operate; and, finally, what are the contextual factors that influence the likelihood of these principles being effective? The paper aims to discuss these issues.

The authors conducted a literature review informed by rapid realist review methodology that examined how interventions interact with contexts and mechanisms to influence the sustainability of cultural change. Reference and expert panelists assisted in refining the research questions, systematically searching published and grey literature, and helping to identify interactions between interventions, mechanisms and contexts.

Six guiding principles were identified: align vision and action; make incremental changes within a comprehensive transformation strategy; foster distributed leadership; promote staff engagement; create collaborative relationships; and continuously assess and learn from change. These principles interact with contextual elements such as local power distributions, pre-existing values and beliefs and readiness to engage. Mechanisms influencing how these principles sustain cultural change include activation of a shared sense of urgency and fostering flexible levels of engagement.

The principles identified in this review, along with the contexts and mechanisms that influence their effectiveness, are useful domains for policy and practice leaders to explore when grappling with cultural change. These principles are sufficiently broad to allow local flexibilities in adoption and application.

This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.