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Education and support in the clinical setting promotes competence and confidence of staff as well as the provision of quality care. This paper will describe the development and evaluation of a dementia education programme that supported new clinical practice in dementia care for district nurses in an Australian context. Overall, staff who received training also required leadership at the clinical interface to support knowledge translation. Clinical nurse leaders in aged care were found to be an effective resource to facilitate learning and confidence when new practice was being introduced.

This paper aims to provide a TQM framework that stresses continuous improvements in teaching as a plausible means of TQM implementation in higher education programs.

The literature survey of the TQM philosophies and the comparative analysis of TQM adoption in industry versus higher education provide the theoretical and practical background for this work. The analysis of TQM in higher education was done considering various critical factors such as existing educational practices, the barriers of TQM and the return on investment (ROI) of TQM implementations. These explorations led to the development of a TQM framework that adopts Deming's wheel of Plan‐Do‐Check‐Act (PDCA) cycle for implementing continuous improvements in higher education programs.

Unlike the scenario in industry, TQM philosophies have to be adapted suitably for a successful implementation in higher education. The proposed TQM framework with six core quality elements encompassing the seven‐step course evaluation process flow provides a systematic guideline for an effective and efficient implementation of TQM in higher education.

This paper fulfils the need for a systematic, feasible and cost‐effective TQM framework for higher education. The new seven‐step course evaluation process flow offers a practical guidance for academics to implement TQM in higher education programs.

In recent years responsibility for the administration of schools internationally has shifted from education departments towards self‐governing schools. This trend has resulted in major changes to the role of school principals. Such changes in role may impact on the psychological and physical health of principals, but there has been very little research into this population. A survey of the health and wellbeing of a representative sample of 50 principals of State primary schools in Victoria, Australia is reported. Subjects completed questionnaires measuring health‐related behaviour and stress and arousal levels and participated in comprehensive health appraisals. Principals reported better smoking patterns than the population as a whole. Despite a higher socioeconomic status than the population as a whole, the health status of the principals was not apparently better. Principals reported higher stress levels and worse physical health than a group of white‐collar employees of similar socioeconomic status.

The winter 1987 issue of Reference Services Review featured a bibliography of AIDS‐related materials prepared by Edmund SantaVicca, former head of Collection Management Services at Cleveland State University.

The paper aims to explore “content” factors influencing consumptive and contributive use of enterprise social networking within UK higher education during the COVID-19 pandemic.

The methodology uses genre analysis and grounded theory to analyse empirical data from posts obtained through Microsoft Yammer and a focus group.

The findings reveal the motivators-outcomes-strategies and the barriers-outcomes-strategies of users. Motivators (M) include feature value, Information value, organizational requirement and adequate organizational and technical support. Barriers (B) include six factors, including resisting engagement on the online platform, emotional anxiety, loss of knowledge, the lack of organizational pressure, lack of content quality and lack of time. An Outcomes (O) framework reveals benefits and dis-benefits and strategies (S) relating to improving user engagement.

The research method and resultant model may serve as guidelines to higher educational establishments interested in motivating their staff and scholars around the use of enterprise social network (ESN) systems, especially during face-to-face restrictions.

This research study was conducted during the COVID-19 pandemic which provides a unique setting to examine consumptive and contributive user behaviour of ESN’s. Furthermore, the study develops a greater understanding of “content” factors leading to the benefits or dis-benefits of ESN use, drawing on user motivators, barriers and strategies during the COVID-19 pandemic in UK education.

The purpose of this paper is to investigate who rules the world. The hypothesis is that it is the 0.1 per cent of owners and controllers of capital.

This study used secondary sources including the Bureau Van Dyk and The World Top Incomes database to look at distributions of income and wealth (stock ownership). This is supplemented with a secondary source analysis and with some interviews.

The top point one per centers, the wealthy, those on the top incomes and transnational capitalist class are all distinct but overlapping categories that describe the (white) men and (few) women who hold power through their ownership and/or control of capital and who are thereby directly or indirectly able to act hegemonically on an emerging global basis.

Theorists of the global school of capitalism Alveredo et al., 2013 argue that there has been a qualitatively new twenty-first century transnational capitalism in the process of emerging (see Robinson, 2012a). This paper tests this assumption and relates it to the work by Hamm 2010.

The flip side of this progressively widening concentration of income and wealth into fewer (0.1 per cent) hands brings new lows to the polarisation of class, exploitation and domination. All of these have intensified since the 1980s with the end of the Keynesian Compromise. This north/south accentuated division has implications for social justice.

This seeks to identify empirical evidence to support the theory of an emerging transnational capitalist class.

Attention focusing on intangible forms of capital is increasing in both research and practice. Lev and Zambon (2003) write in the introduction of a special issue of the European Accounting Review, “We strongly believe that intangibles are the major drivers of company growth” (p. 597). Intellectual capital seems to have led the way in the conceptual development of intangible values. However, other forms of intangible capital are being defined, including: organizational, human, relationship, social, political, innovation, and collaborative. This volume consists of papers that focus on the latter. We broadly define collaborative capital as the organizational assets that enable people to work together well. It is manifested in such outcomes as increased innovation and creativity, commitment and involvement, flexibility and adaptability, leveraging knowledge, and enhancing learning.

Development of intellectual capital, in conjunction with collaborative capabilities, is particularly important to continuously generating innovation. In the literature to date, the link between collaborative and intellectual capital, although key assets in knowledge-intensive industries, has rarely been investigated. This chapter introduces a model illustrating the interaction between human, intellectual, and structural capital, and their interplay. Several propositions are also derived in view of the need for companies to harness these three types of capital which are integral to implicit knowledge generation and leveraging the dynamic capabilities of the organization. As a consequence, team-based organizational forms are considered to be the most appropriate collaborative pattern for knowledge-intensive industries. This suggests that companies must increasingly focus on building valuable collaborative capital using flexible forms of organization in order to perpetuate successful product innovations.

This case and its companion, UVA-F-1560, were awarded the 2012 Wachovia Award for Excellence in Teaching Materials - Innovative Case. In November 2006, Alec Berg, a successful hedge fund manager, must decide whether to invest in the initial public offering (IPO) of the Hertz Corporation. The IPO followed a leveraged buyout (LBO) of Hertz that was completed in December 2005 by three prominent private equity firms that had combined to purchase Hertz from the Ford Motor Company for $14.9 billion. The LBO sponsors had borrowed an additional $1 billion on top of the buyout financing to pay themselves a special dividend in June 2006. This loan would be repaid with the IPO proceeds and any remaining proceeds from the IPO would go to the sponsors. The IPO generated widespread criticism with respect to the speed with which the IPO was conducted and the payment of special dividends. In the face of this criticism, the demand for the Hertz IPO weakened, and the offer price was reduced from the initial file price range of $16–$18 to just $15. Berg must assess whether at $15 per share, Hertz offers an attractive investment for this fund. The case provides the necessary information for students to analyze the sponsors' returns on their investment in Hertz and the attractiveness of the $15 offer price to public shareholders. The case also offers an opportunity for students to discuss the controversy surrounding the payment of special dividends and the claim that private equity sponsors invest with a long-term perspective that creates value for the company.