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Value-based health care (VBHC) argues that health-care needs to re-focus to maximise value creation, defining value as the quota when dividing the outcomes important for the patient, by the cost for health care to deliver such outcomes. This study aims to explore the perception of value among different stakeholders involved in the process of implementing VBHC at a Swedish hospital to support leaders to be more efficient and effective when developing health care.

Participants comprised 19 clinicians and non-clinicians involved in the implementation of VBHC. Semi-structured interviews were conducted and content analysis was performed.

The clinicians described value as a dynamic concept, dependent on the patient and the clinical setting, stating that improving outcomes was more important than containing costs. The value for non-clinicians appeared more driven by the interplay between the outcome and the cost. Non-clinicians related VBHC to a strategic framework for governance or for monitoring different continuous improvement processes, while clinicians appreciated VBHC, as they perceived its introduction as an opportunity to focus more on outcomes for patients and less on cost containment.

There is variation in how clinicians and non-clinicians perceive the key concept of value when implementing VBHC. Clinicians focus on increasing treatment efficacy and improving medical outcomes but have a limited focus on cost and what patients consider most valuable. If the concept of value is defined primarily by clinicians’ own assumptions, there is a clear risk that the foundational premise of VBHC, to understand what outcomes patients value in their specific situation in relation to the cost to produce such outcome, will fail. Health-care leaders need to ensure that patients and the non-clinicians’ perception of value, is integrated with the clinical perception, if VBHC is to deliver on its promise.

Middle managers in health care today are expected to continuously and efficiently decide and act in administration, finance, care quality, and work environment, and strategic communication has become paramount. Since dialogical communication is considered to promote a healthy work environment, the purpose of this paper is to investigate the ways in which health care managers experienced observing subordinates’ dialogue training.

A qualitative study using semi-structured interviews and documents from eight middle managers in a dialogue programme intervention conducted by dialogue trainers. Focus was on fostering and assisting workplace dialogue. Conventional qualitative content analysis was used.

Managers’ experiences were both enriching and demanding, and consisted of becoming aware of communication, meaning perceiving interaction between subordinates as well as own silent interaction with subordinates and trainer; Discovering communicative actions for leadership, by gaining self-knowledge and recognizing relational leadership models from trainers – such as acting democratically and pedagogically – and converting theory into practice, signifying practising dialogue-promoting conversation behaviour with subordinates, peers, and superiors.

Only eight managers participated in the intervention, but data afforded a basis for further research.

Findings stressed the importance of listening, and of support from superiors, for well-functioning leadership communication at work.

Studies focusing on health care managers’ communication and dialogue are few. This study contributes to knowledge about these activities in managerial leadership.

This paper aims to illuminate and analyse the participants’ experiences of the influences of a dialogue intervention. Cooperation and coordination in health care require planning of dialogically oriented communication to prevent stress and ill health and to promote health, well-being, learning and efficiency in the organisation.

An intervention method based on dialogue theory, with Socratic provocations and concrete workplace examples enhanced authenticity of conversations. A qualitative study, using qualitative content analysis, entailed interviews with 24 nurses, assistant nurses and paramedics, strategically selected from 156 intervention participants.

Two themes emerged, dialogue-learning processes and dialogue-promoting communicative actions. The first includes risk-taking to overcome resistance and fear of dialogue, expressing openly thoughts and feelings on concrete issues and taboo subjects, listening to and reflecting on one’s own and others’ perspectives and problematising norms and values. The second comprises voicing opinions, and regarding one’s own limits; requesting support and room for manoeuvre; and restraining negative emotions and comments in the interest of well-being. Findings depict strengthened awareness and readiness regarding dialogue and multiple balancing of dialogue at work.

This study implies further observing and examining of communicative patterns during workplace dialogue.

A useful approach to communication development for occupational health and personnel in health care and other workplace contexts.

Previously, arenas have been created for dialogue, but close-process studies of dialogue in health-care work are scarce. This study provides insights into how workplace communication can develop towards dialogue.

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and decipher boundary work which affects the cooperation and demarcation between human resource (HR) managers and external organization development (OD) practitioners during organization change processes.

Data are based on in-depth interviews with HR managers and external OD practitioners in the Israeli business sector.

Encounters between HR managers and external OD practitioners are potentially volatile given mutual experiences of occupational threat. Three distinct patterns of boundary work for negotiating OD-HR jurisdiction are identified. These yield differential occupational and organizational outcomes.

This study is based on a medium-sized sample of practitioners of HRM and OD in the Israeli business sector. The data focused on one-sided descriptions of occupational relations.

The findings shed light on boundary work associated with fruitful HRM-OD partnerships. This may greatly advance the success of costly organization change and development interventions which demand the collaboration of both parties. Implications are offered regarding the academic education and practical daily management of both groups of practitioners.

Despite their growing relevance, empirical investigations of daily HRM-OD interfaces are scarce. This exploratory research addresses this gap in the literature and offers theoretical and practical insights.

This paper aims to analyze the effects of organizational factors on electronic customer relationship management (e-CRM) successful implementation.

Data were collected through a structured questionnaire survey conducted in Vietnam. The dataset consists of 241 valid responses by individuals working at Vietnamese airlines. Correlation analysis and structural equation modeling were used to examine the causal relationships among organizational factors, customer orientation, knowledge management, data quality and CRM strategy.

The result shows that organizational factors have influence on e-CRM success. However, there are other factors needed to be more considered that are customer orientation having the most influence, following by knowledge management and technology. Still other factors have indirect effect on e-CRM success such as data quality and CRM strategy.

This study is among the first to examine an integrated model depicting the direct and indirect effects of organization factors on e-CRM success. From this perspective, this paper provides an improved understanding of how customer orientation and organizational factors, technology and knowledge management influences airlines applying e-CRM. This study also provides several implications for practice. The paper suggests airline providers and marketing managers, especially those in Vietnam, focus more on customer orientation activities. The paper also recommends that airlines should pay attention to its organizational structure in line with its customer-orientation strategy.

This paper presents a questionnaire study of brand‐specific perceptions of automotive design using subjective rating methods. The purpose of the paper is to explore the multiple modalities of the visual product experience of automobile design as perceived by the general public. Furthermore, the experiences were analysed using a framework for visual product experience (VPE).

Respondents were asked to assess the design of two car models at an international car show in relation to brand perceptions and visually perceived attributes using, among other tools, visual analogue scales. Analysis was done using a qualitative technique.

Results from the study indicate that there is a correlation/relation between experiential modes, in that respondents tended to rate attributes consistently high or low across modes. This implies that if the aesthetics are not perceived as favourable, neither is the expression of the car. Furthermore, respondents' assessments of aesthetic appeal and expression are on an average strikingly similar, suggesting that the level of aesthetic appeal correlates with the level of semantic understanding of the design. The general rating of emotional response follows a similar consistent pattern for the two studied cars.

Study approach as a way to gain insights into subjective perceptions of products based on appreciation and interpretation of visual product form. VPE framework recognising, mapping and clarifying the multiple modes of the visual experience.

The purpose of this paper is to explore managers' boundary setting in order to better understand their handling of time commitment to work activities, stress, and recovery during everyday work and at home.

The paper has qualitatively‐driven, mixed method design including observational data, individual interviews, and focus group discussions. Data were analyzed according to Charmaz' view on constructivist grounded theory.

A first step in boundary setting was to recognize areas with conflicting expectations and inexhaustible needs. Second, strategies were formed through negotiating the handling of managerial time commitment, resulting in boundary‐setting, but also boundary‐dissolving, approaches. The continuous process of individual recognition and negotiation could work as a form of proactive coping, provided that it was acknowledged and questioned.

These findings suggest that recognition of perceived boundary challenges can affect stress and coping. It would therefore be interesting to more accurately assess stress, coping, and health status among managers by means of other methodologies (e.g. physiological assessments).

In regulating managers' work assignments, work‐related stress and recovery, it seems important to: acknowledge boundary work as an ever‐present dilemma requiring continuous negotiation; and encourage individuals and organizations to recognize conflicting perspectives inherent in the leadership assignment, in order to decrease harmful negotiations between them. Such awareness would benefit more sustainable management of healthcare practice.

This paper highlights how managers can handle ever‐present boundary dilemmas in the healthcare sector by regulating their time commitments in various ways.

Process facilitation as part of a complex intervention for changing or improving practices within workplaces is becoming a common work method. The aim of this study was to investigate what characterizes the process-facilitating role in a complex intervention.

The present study focuses on a complex work environment intervention targeting eight organizational units (workplaces) in the Swedish healthcare sector. The study applies a mixed-method approach and has been carried out in two steps. First, a qualitative process evaluation was performed. Secondly, an evaluation was conducted to see to what extent these identified conditions and mechanisms affected the quantitative intervention effect in term of sickness absence.

The analysis shows that the facilitating role consisted of three overlapping and partially iterative phases. These phases involved different activities for the facilitating role. Depending on how the facilitating role and the intervention were designed, various supporting conditions were found to significantly affect the outcome of the intervention measured as the total sickness absence.

It is concluded that the facilitation is not static or fixed during the change process. Instead, the facilitation role develops and emerges through the process of support during the different implementation phases.

The facilitative role of performing support is based on a combination of support role activities and expert role activities. The support role focuses on support activities, while the expert role includes capacity building through knowledge- and legitimacy-oriented activities.

This study contributes to earlier research by developing a methodological approach for carrying out process facilitation in complex interventions.

Packaging links products to consumers by delivering messages to promote healthy food consumption and reduce wastage. However, studies point to a knowledge gap and skepticism among consumers regarding the impact of eco-design packaging on food wastage reduction. To demystify this skepticism and fill the knowledge gap, this study aims to examine consumers’ perceived risks in eco-design packaging and their impact on consumer food wastage.

A survey was conducted to identify consumer-perceived risks in eco-design packaging and explain whether, and why, some dimensions of perceived risk are more influential on consumer food wastage decisions.

Consumers are prevented by financial, physical, functional, temporal and social factors from adopting eco-design packaging. Through structural equation modeling, we find consumer perceived risks in eco-design packaging influence their food wastage decisions through health consciousness and environmental awareness.

This study provides practical suggestions for packaging manufacturers, the food industry and policymakers.

Drawing on the perceived risk theory, this research highlights that the impacts of consumer-perceived risks differ, depending on the dimensions considered in their food wastage decision.

Knowledge exchange between older and younger employees enhances the collective memory of an organization and therefore contributes to its business success. The purpose of this paper is to take a motivational perspective to better understand why older and younger employees share and receive knowledge with and from each other. Specifically, this study focuses on generativity striving – the motivation to teach, train and guide others – as well as development striving – the motivation to grow, increase competence and master something new – and argues that both motives need to be considered to fully understand intergenerational knowledge exchange.

This paper takes a dyadic approach to disentangle how older employees’ knowledge sharing is linked to their younger colleagues’ knowledge receiving and vice versa. The study applied an actor-partner interdependence model based on survey data from 145 age-diverse coworker dyads to test the hypotheses.

Results showed that older and younger employees’ generativity striving affected their knowledge sharing, which, in turn, predicted their colleagues’ knowledge receiving. Moreover, the study found that younger employees were more likely to receive knowledge that their older colleagues shared with them when they scored higher (vs lower) on development striving.

By studying the age-specific dyadic cross-over between knowledge sharing and knowledge receiving, this research adds to the knowledge exchange literature. This study challenges the current age-blind view on knowledge exchange motivation and provides novel insights into the interplay of motivational forces involved in knowledge exchange between older and younger employees.