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Hospitals must systematically support employees in innovative ways to uphold a culture of care that strengthens the system. At a leading Canadian academic pediatric rehabilitation hospital, over 90 percent of clinicians viewed Schwartz Rounds™ (SR) as a hospital priority, resulting in its formal implementation as a quality improvement initiative. The purpose of this paper is to describe how the hospital implemented SR to support the socio-emotional impact of providing care.

This quantitative descriptive study provides a snapshot of the impact of each SR through online surveys at four assessment points (SR1-SR4). A total of 571 responses were collected.

All four SR addressed needs of staff as 92.9-97.6 percent of attendees reported it had a positive impact, and 96.4-100 percent of attendees reported each SR was relevant. Attendees reported significantly greater communication with co-workers after each SR (p<0.001) and more personal conversations with supervisors after SR2 and SR4 (p<0.05) compared to non-attendees. Attending SR also increased their perspective-taking capacity across the four SR.

As evidenced in this quality improvement initiative, SR addresses staff’s need for time to process the socio-emotional impacts of care and to help reduce those at risk for compassion fatigue. SR supports and manages the emotional healthcare culture, which has important implications for quality patient care.

This research details an organization’s process to implement SR and highlights the importance of taking care of the care provider.

Describes an information retrieval system prototype currently used to support NASA R&D. Suggests lessons learnt may be applied to other audiences. Discusses the implications of the prototype with reference to potential general applications.

This paper looks at organizations at work to determine various effects on productivity. Six research‐based organizations were studied against a backdrop of dynamic impacts. After the application of several tests, the conclusion indicates that the optimal approach uses a variety of structures and elements to ensure a fluid and flexible organization able to deal with shifts in direction or impacts.

VTLS to Create Online Catalog for Virginia. The Virginia State Library and Archives in Richmond, which has used the VTLS integrated online library system software since 1983, has contracted with VTLS, Inc., for the CAVALIR ONLINE Database Creation Project. The goal of the project is to create an online union catalog containing holdings of all participating libraries in Virginia.

This chapter discusses the factors that impact successful incorporation of technology in public schools, specifically in the area of English instruction. Based on the experiences gleaned from a five-year high school/university partnership, the authors identify areas of concern (professional identity, public perception, administrative support) as well as areas that lead to success (cooperative relationships, willingness to redefine roles, focus on student needs).

The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement.

This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level.

The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda.

This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation.

Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures.

Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors.

This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Web statistics have been a bone of contention for some considerable time. Part of the reason for this is that the analysis of the statistics now serves a quite different range of functions from those originally envisaged.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?