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Many nations are focussing on health care’s Triple Aim (quality, overall community health and reduced cost) with only moderate success. Traditional leadership learning programmes have been based on a taught curriculum, but the purpose of this paper is to demonstrate more modern approaches through procedures and tools.

This study evolved from grounded and activity theory foundations (using semi-structured interviews with ten senior healthcare executives and qualitative analysis) which describe obstructions to progress. The study began with the premise that quality and affordable health care are dependent upon collaborative innovation. The growth of new leaders goes from skills to procedures and tools, and from training to development.

This paper makes “frugal innovation” recommendations which while not costly in a financial sense, do have practical and social implications relating to the Triple Aim. The research also revealed largely externally driven health care systems under duress suffering from leadership shortages.

The study centred primarily on one Canadian community health care services’ organisation. Since healthcare provision is place-based (contextual), the findings may not be universally applicable, maybe not even to an adjacent community.

The paper dismisses outdated views of the synonymity of leadership and management, while encouraging clinicians to assume leadership roles.

This paper demonstrates how health care leadership can be developed and sustained.

The purpose of this paper is to review the impact of the clinical leadership programme, in enabling the Darzi fellows to lead change projects in health and care services, and to secure quality healthcare in the NHS beyond the lifetime of the programme.

A longitudinal empirical investigation of clinical leaders (n=80) over an eight-year period was framed through an activity theory (AT)-driven research methodology using a mixed-methods approach.

AT illuminated how change was sustained in the NHS in London through the Darzi Clinical Leadership Fellowship. By any reasonable measurement, this programme excels, with learning and positive behavioural change sustained after the Fellowship across the NHS. Further recognition is needed of the continuing development needs of fellows as they take on more responsible leadership roles in their careers.

Darzi fellows are a hard-to-reach group. The sample represents a response rate of 34 per cent. In total, 77 per cent of respondents emanated from cohorts 5 to 8 programmes.

The investment in a clinical leadership programme focused on systems leadership for quality generates value for the NHS.

Countless interventions flowed through London’s healthcare community and beyond as a result of the Fellowship. This research exposed how Darzi fellows continue to lead innovation for alternative healthcare outcomes. Many proactive fellows employ a suite of learned skills and capabilities to lead systemic change.

This research is the first known longitudinal clinical leadership development study undertaken. The Darzi programme has created a unique clinical network of mutually supportive, team-centric systems thinkers and doers, with an evidence-based approach to systems change. Many fellows are catalysing sustainable change in the healthcare environment.

Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange information through social relationships, social network analysis can serve as a useful tool to identify key actors, address areas of concern, and measure PMI success. However, few PMI studies have employed a social network perspective or social network analysis. In this chapter, the authors review the current literature on PMI and organizational change, including the few studies that use social networks approach. The authors also identify recent developments in social networks and organizational change research that can improve our understanding of PMI processes and propose promising avenues for future research. Further, the authors identify obstacles for social network research on PMI and provide practical advice for overcoming them.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Theories of platform strategy and adoption have been largely derived from studies of their application in the information and communications technology (ICT) sector. These platforms vary in openness, with the model of open source software providing the best-known exemplar for open platforms.

This exploratory field study examines the degree to which nine attributes of ICT platforms are applicable to open platforms in biotechnology. Using a combination of interview and secondary data, it identifies three patterns of such biotechnology platforms – IP commons, hackerspaces, and crowdsourced patient registries – and the degree to which these nine attributes apply. It shows the impact of ICT platforms and open source software on open source approaches to biotechnology, and how the latter are affected by the technical, legal, and institutional differences between information technology and biotechnology.

Instead of open source software platforms organized around modular interfaces, complements, ecosystems, and two-sided markets, this study instead suggests a model of open source knowledge platforms which benefits from economies of scale but not indirect network effects. From this, it discusses the generalizability of the ICT-derived models of open source platforms and offers suggestions for future research.

Sayings like “Do what you love, and you’ll never work a day in your life” epitomize Western society’s emphasis on both the importance and assumed positive nature of passion for work. Although research has linked passion and increased well-being, growing anecdotal evidence suggests the potential for negative individual outcomes of work passion, including decreased well-being and increased stress and burnout. In the present chapter, the authors integrate the Dualistic Model of Passion (which consists of harmonious and obsessive passion), identity theory, and identity threat to describe the paradox of passion, in which individuals overidentify with the target of their passion (i.e., work), resulting in the “too much of a good thing” effect driven by excess passion of either type. The authors thus provide a novel theoretical lens through which to examine the different reactions that individuals may enact in response to threats to passion-related identities, including how these responses might differentially impact well-being, stress, and burnout. The authors conclude by offering future directions for research on the paradox of passion.

The purpose of this paper is to explore the idea that the ideal manager is a social construct that is a product of the context within which it exists. The context chosen to illustrate this idea is that of the first two decades of the Cold War (1945‐1965) in the USA.

The methodology used is an analysis of 17 management textbooks published between 1945 and 1965 in the USA.

The analysis of the textbooks shows a typification of the ideal manager as an educated male who wielded authority effectively and accepted social responsibility. These four characteristics can all be tied to the social and political context of the early Cold War years.

Limited by its focus on management theory in the USA during the early Cold War era, and a selection of textbooks based on available resources. Future research could analyze the ideal manager construct during social and political contexts other than the Cold War, and across other social formations (e.g. the UK, Canada, France, etc.).

Practical implications apply to both organizations and academic institutions. Management educators should be attempting to use textbooks that present management theory in a problematic way and organizations should be aware of the impact of social and political context on the construct of the manager in order to determine the qualities and characteristics that are most needed today.

The paper looks at the ideal manager as a social construct, rather than an ideal that was created void of outside influence and assumed to be ideal for all contexts. It also uses the context of the Cold War period, which has been a neglected context in management research.