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In this paper the aim is to describe the role that question‐driven knowledge exchange systems can play in the transfer of knowledge between people and to describe the conditions to be fulfilled for successful implementation.

The conclusions in this paper are based on interpretation of results of case studies. These are combined with literature research.

The major conclusion of the work is that question and answer (Q&A) systems are more promising than traditional Yellow Pages systems. However, some challenges remain the same, especially those related to motivating people to ask (the right) questions.

The authors believe that further study would be helpful to better understand the causal relationships between the success of a Q&A‐driven knowledge system and the context where they are applied. More case studies and a fundamental study of the types of knowledge and organizations that could benefit from this approach would help people to make better decisions when considering the implementation of a Q&A system.

The aim of this work is to help people make better decisions when they consider the implementation of a system that connects people with a knowledge question to people with the relevant knowledge. It helps them to understand whether such a system can add value at all and, if so, how to increase the probability of success.

As far as is known, there has not been a study so far, explicitly focusing on this type of system and the comparison of the application of Q&A systems to “traditional” Yellow Pages. The application of scenario‐thinking to this field is also new.

The purpose of this paper is to contribute an analysis of how crisis communication can make a difference in terms of the impact of an emergency on society.

The attitude of the response organisations with respect to communities is reflected in the planning model they adopt. Two ideal-typical planning models are distinguished in the literature. In order to analyse what role both planning models play in the dynamics of crisis communications, the authors selected two Dutch cases for a comparative case analysis on message contents and media responses to the crisis communication.

The content analysis revealed different crisis communication styles used by the emergency response organisation. The crisis communication in the first case focused primarily on denotative meaning-making while the crisis communication in the second case focused primarily on connotative meaning-making.

The authors argue that, in crisis communication, more attention should be paid to the way in which a response organisation approaches the situation, and to the dynamics of the interaction with the affected community.

More attention should be paid to the fact that emergency response and the affected community mutually shape each other; large-scale operations need to be moved out of their exclusivity and integrated into society.

Crises have a significant societal impact and do not occur in isolation from the broader social environment. The way in which people within society interpret the information from the authorities is important for the emergency response organisation in order that it can adapt to ongoing developments and match its communication more effectively to the affected communities.

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

The purpose of this paper is to explore what “critical” could mean in “critical management studies” (CMS) in the current (Dutch) regime of re‐commodification.

Conflicts that typify the context, within which “criticalness” does or does not emerge, are examined. The specific circumstance of “criticalness” in organizational studies within the Dutch political and intellectual circumstance is appraised.

The critical management studies of experimentation (“essai”) can respond to de‐solidarization and the need for ethical democratic governance; but it can also lead to philosophizing without contextual engagement.

CMS has to be judged for what it tries and how it engages with its context and not the cleverness of its ideas.

CMS is examined not idealistically but in terms of current social and intellectual conditions

Diabetes is regarded as a global epidemic with 382 million people globally suffering from diabetes. It also has major implications on patients’ quality of life. There are also high cost of treatment associated with diabetes for both patient and healthcare provider. Telemonitoring represents an excellent technology opportunity to redefine health care delivery. Using technology for home-based care promises the ability to deliver more cost effective care whilst also enhancing quality of care and patient satisfaction. The paper aims to discuss these issues.

The current research aims to contribute to the methodological design of action research projects in their use to implementation health technologies such as telemonitoring. In particular, it seeks create a model which can be used to demonstrate the efficacy of the use of the action research method as a viable alternative to the traditional randomised control trials methodology currently employed in healthcare.

The paper contributes towards the methodological design to investigate the area of practice making use of the telemonitoring programme within a Victorian Health Services Network using action research.

It intends to address the research problem of the low utilisation of telemonitoring within Monash Health as a whole, and more specifically within the diabetes unit. In this context the research intends to utilise the benefits of telemonitoring to improve clinical outcomes of patients by increasing insulin stabilisation. It is also intended the research organisation benefits by increased efficiency by decreasing clinical workforce time spent on managing patient insulin data.

The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership.

A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership.

The findings highlighted a very weak statistical association between academics’ inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing.

The authors have focused on only three Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method.

By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee post-redundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing.

This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.