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The current study is aimed at identifying the prominent influencers that affect the response behaviour of patients in a hospital environment.

The research is based on the data collected through the participant observation method while interviewing patients about the quality of healthcare services in nine community health centres of the Kashmir division. Thematic analysis was performed on the information collected from patients admitted to various hospital sections.

The analysis of the qualitative data revealed that the presence of hospital staff near respondents, perceived risk of maltreatment, social desirability, the sensitivity of the topic, risk of information sharing and attitude towards surveys are the most frequently observed factors that modulate the patient's tendency to truthfully report critical facts about the problem understudy.

These results can help researchers to exercise caution while communicating with respondents and collecting data related to serious issues in a natural setting.

Supply chain (SC) professionals are increasingly working alongside business partners of diverse backgrounds, which has been argued to engender both innovation and creativity but also found as potentially detrimental to SC relationships and performance. To reconcile these views, this study explores two mechanisms – supplementary (similarity) and complementary fits – at the surface (observable traits) and deep (unobservable characteristics) levels and their impact on a focal firm representative’s perception of a SC partner’s trustworthiness.

Model was tested using survey data from 285 managers involved in interorganizational SC relationships.

Results indicate that a focal firm representative’s perception of supplementary and complementary fits with a SC partner positively impacts their perception of the partner’s trustworthiness. However, the effects of similarity at both surface and deep levels and complementarity weaken each other.

Understanding the mechanisms of diversity in SC relationships is crucial for fostering trustworthiness and achieving organizational objectives. Firms should evaluate both supplementary and complementary fits when hiring or assigning roles. Embracing a complementary fit not only promotes diversity but also mitigates the negative impact of similarity bias, ultimately strengthening trustworthiness within the organization's SC ecosystem.

By simultaneously examining individual and combined effects of two unique mechanisms of supplementarity and complementarity at the surface and deep levels, this study sheds light on inconsistent findings of the effects of diversity in the SCM literature.

The LeaderShape Institute is a popular immersion-based leadership program that is hosted on dozens of university campuses and conducted nationally each year. As part of a comprehensive research effort, a sample of 1,279 students at 21 participating institutions completed a pre-test prior to participating, as well as a post-test immediately after and a follow- up test three to four months later. Tests included measures of leadership skills, leadership- oriented self-efficacy, motivation to lead, and motivation to advocate for social issues. Results suggest students make gains in skill, confidence, and motivation to advocate for social issues, but that not all gains emerged similarly across social identity groups. Several differences emerged when comparing gains measured from pre-test to post-test and gains that included follow-up tests. This study provides support for the effectiveness of the LeaderShape Institute, and possesses several implications for the methods used in assessing the development of leadership capacity.

Numerous studies have provided evidence that interracial interaction can contribute to the development of leadership skills and behaviors for university students. Yet, little empirical research has been dedicated to understanding the effects of structural (compositional) racial diversity within leadership programs on program participant outcomes. This study examined the impact of the structural racial diversity of 50 leadership program sessions on student leadership capacity gains over time. A total of 667 participants in sessions coded as either “High,” “Moderate,” or “Low” with regard to racial diversity within the session served as the sample. Results from data collected immediately prior to, directly after, and 3-4 months after program participation suggest the training effects of a leadership initiative may be augmented by the recruitment of racially diverse participants.