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The purpose of this study is to describe participation in decision-making among service users with severe mental illness.

Service users want to participate in decision-making and in the planning of their care. There are widely known methods, such as shared decision-making, that could be used to facilitate service user participation. Three focus group interviews were conducted with the participation of 14 persons with mental illness and/or substance abuse who were service users at two Swedish Homes for Care and Residence (HVB). Data were analyzed by qualitative content analysis.

Two themes emerged: service users’ involvement in decisions is hampered by the professionals’ approach and adequate information and experience of participation means greater empowerment.

Although it is known that service users would like to have more influence, and that methods like shared decision-making are recommended to empower service users and improve the decision process, research on these matters is limited.

This study reveals that there is a need of more systematic decisional support, such as shared decision-making, so that service users can be seen as important persons not only in guidelines and policy documents but also in clinical practice.

The findings indicate that service users do not participate in decisions systematically, although policies, guidelines and laws providing that service users should be offered an active part in decision-making with regard to their care and treatment.

Although it is known that service users would like to have more influence, and that methods like shared decision-making are recommended to empower service users and improve their decision process, research on these matters is limited. The findings indicate that service users do not participate in decisions systematically, even though policies, guidelines and laws are in place stipulating that service users should be offered an active part in decision-making with regard to their own care and treatment. The results of this project bring improvement opportunities to light.

Digital transformations are altering service models and care delivery methods in healthcare. Artificial Intelligence (AI) represents the next wave of transformation in healthcare. This study aims to understand patient perceptions of AI and its impact on value co-creation.

A conceptual model was developed to investigate how value co-creation operant resources (digital self-efficacy and relational service quality) impact value co-creation engagement (shared decision-making) and value co-creation outcomes (anticipatory AI value co-creation and intention to adopt AI). Data were collected from 332 respondents and analyzed using structural equation modeling.

The results indicate that the value co-creation process for AI technologies is a function of inputs, experiences and AI outputs. Operant resources were found to be positively associated with shared decision-making. However, not all operant resources directly and positively impacted AI outcomes. The indirect and positive mediated relationships through shared decision-making to AI outcomes suggest an interactive AI value co-creation process.

AI technologies are still in early stages of consumer adoption in healthcare. Future research is warranted that investigates the validity of the model through maturing service life cycles.

Customer perceptions of new digital innovations are formed in the context of previous digital experiences. Marketers need to understand how customers view their current non-AI technologies. Strong engagement and perceived value of current technologies will help ease customers into the usage of AI technologies.

This study investigates the unique stages of the value co-creation process for AI technologies in healthcare. The results demonstrate that the value co-creation process is a function of inputs, tech-enabled experiences and AI outputs.

Global supply chains are increasingly becoming more prone to high-impact disruptions, which has been fairly evident with the coronavirus disease 2019 (COVID-19) pandemic. The capacity to address disruptions is essential for the survival of any organization. Coping with increasing complexity and uncertainties requires a systemic view of supply chains. Furthermore, a comprehensive understanding of the governance structure and timely decision-making are critical in times of disruptions. Although several aspects of supply chain resilience (SCRES) are broadly studied in the literature, the relationship between supply chain orientation (SCO), decentralization in decision-making and SCRES is an understudied area.

This study takes a longitudinal approach to address this research gap with a comprehensive meta-analytic review to explore the relationships between the constructs of interest through the lenses of contingency and dynamic capability theories. Furthermore, 2 surveys with sample sizes of 250 and 200 were conducted with supply chain professionals to test the research framework before and after the pandemic to compare the findings.

Structural Equation Modeling (SEM) analysis indicates a positive relationship between SCO and decentralization and between decentralization and SCRES. The post-COVID-19 analysis further validates the influence of agility, collaboration and situational awareness related to decentralization and resilience. More importantly, capabilities have a higher impact on resilience during the pandemic than before.

The results entreat organizations to attain decentralized decision-making vis-à-vis dedicated functional teams charged with reacting timely to disruptions. The teams should be empowered to leverage their knowledge and experiences regardless of their position in the hierarchy.

Although SCRES is an active research stream, the structural aspects of SCRES and its relationship with SCO are understudied. Therefore, this research puts forth a research framework and empirically tests hypotheses that frame the relationship between SCO, decentralization and resilience outcomes in pre- and post-COVID environments.

Existing research suggests that organizational learning, jointly implemented by principals and teachers may reduce agency risks and improve school management effectiveness. However, research investigating how this process occurs is lacking. The relationship between school leaders promoting the involvement of teachers in school-wide processes focused on instructional improvement and the coherence characterizing a school's instructional program remains unclear.

The authors identified shared instructional leadership and instructional coherence, as two key variables describing the process of organizational learning and the outcome of agency risk reduction. The authors employed hierarchical linear modeling to test the hypothesis that shared leaderships positively predicts differences among schools in instructional coherence.

Based on a sample of 113 public high schools selected from a U.S. Midwestern state, the results confirm the hypothesis.

This study uses the existing theoretical and empirical findings to interpret the potential relationship between shared leadership and instructional coherence, and validates it through empirical data analysis. The findings expand the understanding of the shared leadership theory. Although the design of this study is strictly based on theoretical and empirical findings, and part of the purpose of the research is to find the reasons why shared leadership seems to be insignificant in some countries and regions, readers should still note that the sample source is American schools. The findings of this study are worth examining with different samples in future studies.

Since the direct relationship between shared leadership and student standardized test scores has been difficult to measure, and in some countries even negative, there is debate about the need for shared leadership. The difficulty of measurement is caused by the diversity of leadership subjects and the complexity of leadership tasks. This study finds out the direct object of shared leadership and the process of exerting its effects, which will expand the understanding of the positive meaning of shared leadership. This will help different countries and regions better identify and play the role of shared leadership.

Based on the combination of organizational learning theory, agency theory and shared leadership theory, the study modeled the process of collaborative organizational learning among principals and teachers. The study employed instructional coherence as a form of structured organizational learning that is a prerequisite for improvement in common measures of student learning such as standardized test scores. Do so provide practical guidance for educators seeking improvement through organizational learning.

This paper aims to determine, which values guide consumers decision-making on natural health products for concentration and cognition (NHPCC) and how they link to choice-relevant product attributes. The purpose is to contribute to a better understanding of NHPCC consumption choices, which can encourage more consumer-centric product development and positioning.

Based on the means-end chain approach, in-depth laddering interviews with 26 consumers of NHP were conducted in Germany from October to December 2020. Qualitative content analysis was applied and a hierarchical value map over the dominant association was built and analyzed.

Five terminal values were found to be relevant for NHPCC decision-making. The personal focused values security, self-direction and stimulation are via health mainly associated with trust and a conscious decision-making, which is linked to the product attributes of effectiveness, tolerance and declaration. Social focused values of universalism or benevolence guide attention on the attributes of sustainability and regionality.

The study contributes to close the knowledge gap concerning the linkages between abstract values and concrete product attributes of NHP through associated consequences. To the best of the authors’ knowledge, this is the first study that analyzed these links for NHPCC, although such products are gaining more interest among companies and consumers. Companies can benefit from the outcomes by developing more consumer-centric product concepts and marketing communication strategies for NHPCC. Due to higher attention on relevant information, consumers’ decision-making could become safer and more conscious.

This study examines the social organizational structure of one early childhood education (ECE) center in Finland and the relationship between this structure and the roles and the responsibilities of the members of the organization.

The research is a qualitative case study with ethnographic features. Its variables for content analysis are based on Henry Mintzberg's theory of organizational design.

The study's results show that the organizational structure of the ECE center follows the organizational configuration of a Professional bureaucracy and that the multiprofessional teams follow the configuration of a Simple structure. The structures for centralization and decentralization are suitable for a professional bureaucracy, but the roles of the members of the organization and the processes for shared decision-making lack clarification. The shortage of qualified ECE teachers disrupts the function of the organization and the work of ECE leaders.

The educational background of subjects may have affected the findings.

The study uses Henry Mintzberg's organizational structure theory to evaluate how and why power is distributed and activities are coordinated at the ECE center. The results also show what parts of the organization pose challenges that most commonly disrupt the organization's operations. With these findings, it is possible to expand the understanding of roles and responsibilities in the currently reforming ECE environment and what ECE centers need to function effectively. The study is part of a larger research project and will be continued to examine the leadership culture of the ECE center.

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.

The purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams.

An online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors’ hypothesis.

The authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker.

The research offers important theoretical and practical implications for the formation of entrepreneurial teams.

The objective of this paper is to propose a methodology to estimate the benefits and costs of stakeholder engagement (SE). Indeed, in the transport sector, it is consolidated that a good decision-making process foresees the involvement of the main stakeholders, but what are the benefits and costs of the SE? How to quantify these impacts and explicitly take them into account in a cost-benefit analysis? In this paper, an attempt to answer these questions is provided.

In this paper, a methodology is proposed to estimate the benefits and costs of SE. Moreover, the proposed methodology is applied to a case study with an attempt to identify direct and indirect cost and benefit drivers within the context.

A range of examples of the monetary costs and benefits of SE is provided through the case study of the high-speed rail corridor connecting Bari and Naples in Italy.

Limits in quantifying all the aspects of engagement.

To be adopted by public administrations when deciding whether carrying out a project.

Social inclusion is a must in any decision-making process concerning big projects affecting the community.

The original value of this paper is to provide a contribution to the current literature on the quantitative representation of the impacts of SE. Indeed, a methodology to quantify and monetize the costs and benefits of SE is proposed.

Studies have shown that teachers' perceptions and expectations of their working environment shape their perceived stress. The present study draws upon implicit leadership theory and builds on the job demands-control (JD-C) model to investigate whether there are differences in the implications of participative decision-making and paternalistic leadership for teachers' perceived stress in the Israeli Arab education system.

Data were collected through validated questionnaires returned by a two-stage cluster random sampling of 350 teachers randomly chosen from 70 Israeli Arab elementary schools. Paternalistic leadership and participative decision-making were considered as group-level variables to lower the risk of common method variance. The proposed model was tested through hierarchical regression analysis. Finally, to test the hypothesis that paternalistic leadership and participative decision-making standardized beta weights were statistically significantly different from each other, their corresponding 95% confidence intervals were estimated via bias corrected bootstrap (1000 re-samples).

The findings indicated differences in the levels of the principal's paternalistic leadership and participative decision-making as perceived by the Israeli Arab teachers. Also, the results indicated that participative decision-making was negatively correlated with teachers' perceived stress beyond the influence of paternalistic leadership.

Examining teachers' working conditions and resources can be important since they affect teachers' perceived stress, which may in turn affects school results in the Arab education system in Israel. This study can contribute to the development of training programs for teachers to improve and adapt principals' leadership practices to the sociocultural context of the Arab education system in Israel.