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Research that follows people over a period of time (longitudinal or panel studies) is increasingly recognised as of great importance in helping us to understand the ageing process and changes over time in the lives of older people. If people drop out of studies ‐ which older people are more likely to do ‐ the value of the study diminishes. This research draws on evidence from ongoing and previous longitudinal studies of people aged 55 and over to examine what factors encourage the retention of participants and what causes them to drop out. The research is synthesising existing evidence, drawing together the experiences of researchers involved in longitudinal studies, and collecting some new evidence about the views of survey participants. This article reports on the first part of the research by drawing together evidence from other studies. These show that there are some factors that are related to attrition whereas for others the evidence is mixed. Methods employed by these studies to reduce attrition and retain participants are examined. It must be noted that apart from the consistent finding that attrition is associated with age, education, socio‐economic status and cognitive impairment, not all studies examined the same variables; some only being explored by one study. This makes it difficult to draw any further conclusions and indicates that attrition needs to be addressed in a uniform manner by more studies. This article identifies some implications for policy‐makers and practitioners.

The purpose of this paper is to explore the possibilities and pitfalls of longitudinal studies in the field of operations management (OM).

A longitudinal study conducted in Finland was analyzed from the methodological point of view. In the theoretical part, a framework for analyses was created by studying the literature of longitudinal studies within and without the OM field.

Longitudinal studies are important in revealing root‐cause effects. They are particularly important in generating new ideas and theories and in questioning old ones. However, longitudinal studies are somewhat difficult to conduct and some unexpected challenges may arise, such as the effect of technology development on data retrieval.

The analyses in this study are based on the data obtained in a longitudinal study conducted in the years 1993, 2004 and 2010. The sample in the longitudinal study is quite small for real quantitative statistical analysis, and therefore the conclusions made here are only indicative. However, the purpose of this study is to give some hints and guidance, and thus the lessons learned are valuable.

There are only a few studies describing methodological issues in longitudinal studies in the field of OM, and most of these studies are purely theoretical and do not refer to real experiences. This appears to be one of the first studies describing real experiences from a longitudinal study.

The purpose of this paper is to focus on challenges faced by longitudinal quantitative analyses of school improvement processes and offers a systematic literature review of current papers that use longitudinal analyses. In this context, the authors assessed designs and methods that are used to analyze the relation between school improvement processes and student outcomes. Based on this the authors point out to what extent the papers consider different aspects of the complex nature of school improvement (e.g. multilevel structure, indirect and nonlinear effects, reciprocity). The choice of study designs and methods of analysis substantially determines which aspects of this complexity are taken into account.

The authors searched in four international high-impact journals and in ERIC for articles reporting longitudinal school improvement studies. The database of the review consisted of a total of 428 journal articles. In total, 13 of the 428 papers met the selection criteria and were analyzed in detail.

The analyzed papers use a wide range of designs and methodological approaches. They support the assumption that sophisticated quantitative longitudinal designs and methods can be applied effectively in school improvement research. However, considering the complexity of school improvement is accompanied by high demands on designs and methods. Due to this none of the papers met the standards applied in this review completely.

In particular, further research is needed to consider a long period of observation, reciprocal indirect and nonlinear processes in a multilevel structure. Moreover, research is required for a better and unambiguous theoretical foundation and empirical validation of the number of and intervals between measurement points.

If more consideration is given to the complex nature of school improvement in future studies, the broader knowledge base will allow a better understanding of the dynamic relation of school improvement and student learning. It would thus be possible to make more appropriate recommendations for the support of school improvement practice.

The original contribution of the paper is to show which aspects of the complexity of school improvement processes – and to what extent – are currently addressed in designs and methods of analysis applied in quantitative longitudinal studies that investigate the relation between schools’ capacity to managing change and student outcomes. Additionally the authors aim at deriving need for further research and giving guidelines how designs and methods in further studies can reflect the complexity appropriately. It is highly important to consider all aspects of this complexity to describe and understand the dynamic relation of school improvement processes and student outcomes.

The purpose of this study is to extend previous research by using a longitudinal design to examine the differential contribution of brand understanding (BU) drivers at various moments in the early tenure of service employees. Employee BU is a prerequisite of brand promise delivery among service employees. Previous studies, using cross-sectional samples, established that brand-oriented recruitment, training and leadership are significant BU drivers.

A three-wave survey was collected from a 105-member panel of recent hires at a restaurant chain that displayed a strong brand culture and adopted internal brand management (IBM) practices. Structural equation models with carryover effects were estimated to measure the impact of BU drivers on Day 1, as well as at four and seven months of tenure. In addition, a latent growth model of BU was estimated using random coefficients modeling.

Results show a significant positive effect of IBM practices on BU at each point in time; however, despite this, by the seven month milestone, BU is still not fully developed.

As with most organizational longitudinal studies, there was sample attrition because of the high turnover that characterizes the restaurant industry. This attrition is not believed to be correlated with the variables measured in the study.

Managers seeking a differentiated customer experience should not assume new hires attain a good understanding of the service brand even after the first seven months of tenure. Hence, brand training and leadership should extend well beyond this time frame.

This study is the first, as per the authors’ understanding, to use a longitudinal design to model BU as a dynamic variable because it befits the learning trajectories of new employees.

The purpose of this paper is to review the recent literature on housing with care in England where a longitudinal approach has been adopted and to identify possible new research projects that focus on gaps in the existing literature.

The review of the relevant research literature draws in part on an earlier overview of the broader literature on housing with care, part of an NIHR School for Social Care Research project, Adult Social Services Environments and Settings (ASSET).

The literature review suggests that the findings from longitudinal studies on housing with care in England have usually been based on administrative sources (such as assessments) rather than the primary focus being on the voice of residents and frontline staff. It is therefore suggested that further studies are required to reflect the views of everyday life in housing with care settings.

This literature review and the longitudinal qualitative framework for undertaking further inquiry forms the basis for a major bid for funds from the NIHR School for Social Care Research. This is a collaborative endeavour between the University of Bristol’s School for Policy Studies, the Association for Dementia Studies at the University of Worcester, the Personal Social Services Research Unit at the University of Kent and the Housing and Learning Improvement Network. The limitations of this paper reflect the paucity of past investigations on the contribution of social care to the quality of life of elderly residents in extra care housing.

As noted above, the reviews of this draft paper have helped to determine the form of the bid for research funds. Informal discussions with commissioners and providers of extra care housing for older people indicate that access for fieldwork along the lines proposed should not prove to be a major barrier. One of the important implications is to add to the weight of evidence about the working conditions of care staff in extra care housing. The research is likely to highlight both good and poor practices, not least with consequences for the quality of life of elderly residents.

As indicated above, the paper draws attention to the need for a longitudinal qualitative study on the contribution of social care to the quality of life of older residents in extra care housing. Such a study would focus both on the details of everyday lives experienced by residents and the interaction in this setting between frontline staff and residents. In the context of major demographic change in the UK and planned further substantial cuts in public expenditure, this research is of high relevance for both policy and practice in this field of social care.

The review indicated a reliance on administratively derived information about residents rather than focusing on the voice of residents and frontline staff. Future longitudinal research should pay attention to the latter.

The purpose of this paper is to analyze changes in the supply chain and production process, and the effects these changes have had on competitive performance.

The study is longitudinal and was conducted in 1993, 2004 and 2010 with a standard questionnaire. The data have been analyzed by using the Mann-Whitney U-test.

The study indicates that changing a role within the supply chain may help a company to adapt to surrounding changes, but there is no single best way to react to such changes. Companies must be able to position themselves in the new situation.

Even though the study itself and the data are unique, there are still some limitations. Although the results are limited to the sample, they nevertheless give a good insight into the changes that occurred within the sample.

This study is the only longitudinal study in this field to compare three periods of time. This gives a unique perspective to study the changes that have occurred during the last 15 years.

This paper aims to investigate how the relationships among the different actors within the business networks affect the evolution of innovation along the different steps of technology life cycle.

The study is supported by a longitudinal case study referred to a mechanical company operating in the knitting machineries industry. A triangulation method integrating multiple data sources in a multiple method design was used to gather data.

The longitudinal study supports the idea that interactions among the actors within the business networks heavily influence the technology evolution.

Although the longitudinal case study reported in this paper refers to a period of time of about 10 years, our findings refer only to a single case study in a specific sector and so they cannot be generalized.

This paper provides important guidelines on how to manage the relationships emerging within a business network to influence the new technologies development.

The paper contributes to business networks literature, filling the gaps about how the relationships among the actors involved in a network can evolve over time and influence the evolution of technology in itself.

The practice of lean management (LM) principles has given firms, from a variety of sectors, quantum jumps in productivity and performance. India is at the cusp of a major leap in economic growth, and adoption of LM is a must for ramping up the rate of growth of the GDP speedily, if the government is really intent on achieving its objective of becoming the third or fourth largest economy soon. This paper aims to study the status of implementation of LM in the LM Leaders (LML’s) in the Indian industry, to understand if they are ready to accept the challenges ahead.

This is an exploratory research study. To study the level of maturity of LM in Indian industry, the authors selected the LM Leaders in the Indian industry (LMLII). By using a well-known survey instrument – the Lean Self -Assessment Tool (LESAT), Version 2.0 – designed and developed by MIT, the authors conducted a longitudinal survey over the period 2013 to 2016, a four-year duration. Surveys were conducted every year.

Survey results show an improvement in the overall average of “current state” scores between the years 2013 and 2016, indicating that LMLII’s have improved upon their LM adoption during these years. However, there is a striking gap between “where the industry wants to be” and “where it currently is”. This could drive future improvements. Based on the survey results, this paper draws lessons and proposes action points on how to improve the adoption and diffusion of LM principles and practices in the LMLII. Factors which need to be addressed to reinvigorate the practice of LM have been identified and classified as urgent, immediate and short term.

While many “snapshot” studies have been done to study LM in Indian industry, a longitudinal study has not been done. Moreover, previous studies administer questionnaires to one company (case study method) or a group of companies in a sector of the industry. Thus, there was a research gap. A longitudinal study will help us take a holistic approach. In addition, studying LMLII will provide data from the most serious adopters of LM. Both these will add value to the current research on LM in Indian industry. The results will also help the LMLII’s to further improve the practice of LM in a systematic and rigorous way. However, as the study is limited to the LMLII, it would not be possible to apply the knowledge to the Indian industry as a whole. For doing so, one would need a larger, more representative sample.

Using this paper, LMLII’s can develop practices which will improve customer satisfaction and reduce waste in manufacturing. They can ramp up LM intensity to make further quantum jumps in performance.

LM, in addition to improving the output/input ratio (producing more for less), also emphasises waste reduction, customer satisfaction and efficient operations. All these three factors are essential for sustainable and happy society.

The work is original. This is the first longitudinal survey of lean practices in the Indian industry to study cross-sectional practices, and the results will propel the Indian industry to intensify the practice of LM.

The aim of this article is to consolidate the theory relating to longitudinal attitude surveys, and supplement it with knowledge gained from the execution of an annual attitude survey of consumers.

First, the article presents a distillation of current knowledge concerning longitudinal research; attitudes and behaviour; measurement of attitudes; and conduct of attitude surveys. Following that, a case study is carried out to survey consumer attitudes. This survey, which is intended to predict future behaviour and monitor changes in consumers' attitudes in response to socio‐political and economic changes in the food and agricultural market environment, is then discussed.

The findings of a series of annual surveys of consumers' attitudes first conducted in 1997 and continued annually to 2004 include: British farmers are viewed as “good food producers”; farms are businesses, which whilst forming the financial backbone of the rural community are at present members of a struggling industry; and there is agreement that the Government does not care for the countryside.

The survey on which the findings and the best practices are based upon relates to the consumers' attitudes in response to changes in the food and agricultural market environment. Further research would be required to verify the findings in respect of other market sections.

The article presents a checklist of eight good practices relating to the conduct of longitudinal attitude survey work.

Attitude surveys are a popular means of gathering market research data. Much has been written about attitudes and the conduct of ad hoc attitude surveys. However, much less has been published concerning longitudinal attitude surveys. The study reports empirical findings in an important context, that is: changes in consumers' attitudes in response to changes in the food and agricultural market environment.

The purpose of this paper is to examine the use and effect of benchmarking in manufacturing companies.

A total of 23 companies were interviewed longitudinally in 1993, 2004 and 2010. For the study a standard questionnaire was used, and the questions asked concerned the best practices used in the companies and their operational performance.

The use of benchmarking has changed a lot over the last 15 years. It grew a lot after the first study was made, but by the time of the third study it had shrunk to the same level as in 1993. There may be several reasons for that, but, as the data indicates, there is no clear relation between the use of benchmarking and operational results, which may be one reason.

Due to the small sample size the results are only indicative and more research is needed in this area. Furthermore, there may also be several other reasons affecting the performance of companies. It is always risky to claim that the use of a certain best practice is the only reason for a performance improvement. One implication is that certain best practices may not be suitable at all levels of operation and that therefore they need to be applied and used carefully.

This study is the only longitudinal study in this field using data from three different periods of time. This gives a unique perspective to critically study the changes in, and consequences of, the use of certain practices.