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This research compared the efficacy of process outcomes leveraging lean methods versus traditional pedagogy applied to dental education dependent on emerging technology. The pedagogical objective was to improve system efficiency without compromising traditional outcomes of effectiveness (quality).

The research team tested the efficacy of a lean A3 framework to identify, remove waste and redesign a technology-dependent simulation laboratory course (CAD/CAM/IR Restorative Dentistry). Students were also sensitized to time-in-chair to introduce a stronger patient focus. Baseline data collected from a control group were statistically compared to the research group's data after the course redesign. In addition, course time allocations were measured and then compared.

The results showed the interventions significantly reduced procedure cycle times without compromising quality. Additionally, the course was more efficiently conducted as measured by course time allocations.

This research demonstrated that the use of the A3 framework enhanced learning through process documentation, reengineering and systems optimization resolving issues of inefficiency associated with the CAD/CAM/IR pedagogy. This work is significant because it demonstrates the practice of using lean interventions to redesign and improve a technology-based healthcare course to maximize benefits.

This research is the first to examine how to leverage lean methods in a healthcare simulation laboratory, dependent on innovative technology, to educate and train future practitioners. This research applied statistical rigor in a controlled experiment to maximize its applicability and generalizability.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Businesses are starting to come to terms with the reality that employee engagement is not the same as employee satisfaction; satisfaction is the minimum required, engagement brings a person to life, unleashing their talents and delivering measurably improved performance. What once might have been considered “fluffy” or “out there” has become much more main stream. Research conducted by Towers Perrin‐ISR for Human Resources magazine of 50 financial services companies has put the cost for just these firms at $1 billion per year in lost productivity. It is an eye‐catching number, and one that can be multiplied many, many times if it was to be scaled up for the global economy.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to look at some classic business leader communications to assess which ones succeed and which ones fail to meet that standard. From Teddy Roosevelt to Ronald Reagan, from Churchill to Lady Thatcher, we have grown used to the idea that the words of our leaders in times of crisis can change history. Is this also true of business leaders? Can their words transform companies?

The paper looks at specific leadership communications examples from IBM, Nokia, Starbucks, as well as McKinsey research, to try to tease out the elements of successful leadership communications in company transformations.

What we found is that successful leadership communications in culture transformations share four principal characteristics: they are authentic to the personality of the leader; they are not one-time communications, but the beginnings of a cascade; they are personally relevant to each individual employee; and they are quickly followed by visible actions springing from the strategic direction set by the leader’s communications.

As a subjective review of a limited number of cases, the elements selected are potentially vulnerable to counter-examples.

The four characteristics of leadership communications isolated in the research can be applied by any corporate leader or communications team to create effective communications in the context of culture transformation.

To the extent that corporate leaders adopt these principles, their communications will be more credible to external stakeholders and, by extension, enhance the reputation of business leaders as a whole.

While this subject has been studied by others, the four principles for successful leadership communications have not been articulated in this way before to the best of the author’s knowledge.

The focus of this chapter is to describe the methods and results of ASCEND, an innovative program that empowers undergraduate students to lead research projects. ASCEND, which stands for “A Student-Centered Entrepreneurship Development Training Model to Increase Diversity in the Biomedical Research Workforce,” is funded by the National Institutes of Health and is being implemented at Morgan State University, a historically black university in Baltimore, Maryland. The results are thus far very promising and show that placing undergraduate students in leading research positions and surrounding them with like-minded peers enhances their sense of science identity, leadership, peer support, and research capabilities. It is hoped that students who participate in ASCEND will pursue graduate training and become future successful biomedical researchers.

This paper aims to explore the pivotal role of human resources (HR) in fostering employee engagement and well-being in a workplace transformed by digitalization. It addresses how HR can integrate meaningful work with enhanced well-being to create a more fulfilling and productive workplace.

The analysis is grounded in a synthesis of recent surveys, academic research and thought leadership in HR, providing a strategic framework for enhancing employee engagement in the digital age.

The research reveals that employees crave not only professional growth but also meaningful work and genuine connections, which are integral to their well-being. It suggests that HR strategies should align employee roles with organizational purpose and personal values and use technology to break down barriers to collaboration to increase trust and purpose-driven culture.

By combining insights from various fields, this paper contributes a unique perspective on the transformation of HR into a strategic force that aligns business objectives with employee well-being and the need for a purposeful work life.

The Art of Innovation model posits that it is possible to make uncreative organizations creative and creative organizations more so. To succeed, leaders must work on a set of innovation drivers to develop the SOURCES of creativity (Talent, Energy, Method); establish a STRUCTURE for innovation (Individual, Team, Target, System) and shape a CULTURE that promotes innovation (Ideas, Freedom, Engagement, Humor, Risk) [1]. This approach is as valid for public as it is for private organizations. There are however some differences between private and public sector. First, while innovation has clear value-adding potential for the public sector, there is no competitive impetus to innovate and the temptation to leave things as they are is larger. Second, certain innovation drivers when implemented in the public sector may require a different approach from the private sector. Target, for example asks where the organization is situated on the innovation "continuum" and ideas such as radical innovation and differentiation may be quite alien to the public sector. This should not however stop government from pursuing continuous improvement and assigning innovation objectives clearly to each and every department, team and individual. Freedom too is often stifled by outdated regulations or legislation that may be hard to change. And Risk, while always controversial, is more so in government where civil servants are often criticized by their (changing) political bosses obliging them to resort to unproductive risk avoidance.

The London Mayoral Election of 4 May 2000 was probably the first in British electoral history when all the candidates had established a presence in cyberspace. An analysis of the 11 websites showed that politicians are beginning to realise the potential influence of the Web in political circles, both as a means of publication and also for canvassing support. Most of the web pages were well designed with a reasonable amount of content and simple levels of interactivity. Multimedia features were also evident on most sites, though in terms of currency and timeliness of information, some improvements could still be made.

Few studies have been conducted into the contextual and relational aspects of male caregiving that include analysis by gender and family relationships. The aim was to gain understanding of the experience of older men as caregivers for an ill spouse. A narrative approach was adopted for this study. Interviews were conducted with three older men between 65 and 78 years, who had been caring for their wives for between one and 12 years. Two main categories emerged: taking on a new and unfamiliar role, and learning to live with the new role. The results also show how the men seek to maintain continuity in their relationships with the wives they are caring for. The findings can be understood in the light of a major life transition of how older men providing care for a spouse create new roles and how they cope with the changes in the marital relationship. A sense of continuity in the process of caring is important for men to help them find the strength to continue as caregivers.

In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. To better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. The paper aims to discuss these issues.

Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation.

There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered.

Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed.

A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability.

Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum.

This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.