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Aims to understand the managerial implications of the perceptions hospital physicians and nurses hold toward the introduction of electronic medical records (EMRS). In‐depth interviews were used with 18 hospital physicians and eight nurses from several different hospital wards at a large government‐run, university‐affiliated hospital in Israel, where EMRs were gradually introduced over the last 20 years. Physicians identified six different domains of impact. Senior physicians, most of whom held managerial roles, tended to emphasise managerial outcomes and to view these as positively affecting their organisations. Junior doctors emphasised mostly negative occupational effects of the EMR on their work – including limits to professional autonomy, heavier administrative burdens, and reinforcement of existing professional hierarchies. Nurses identified different domains and saw benefits for quality and administration of patient care.

Two recent empirical studies of new technology adoption, one focusing on employee resourcing aspects and the other on employee relations, have concluded as follows: in many instances, it may well be “that on balance it is employment policies that are more likely to determine the way in which technological change is implemented” (rather than the other way around); and “it is more sensible to talk of the impact of industrial relations on technological change than the reverse…”. These findings are supportive of the work of Buchanan and Boddy, who have argued that “the changes to structure that accompany technological change reflect strongly and directly the expectations and objectives of management, and weakly and indirectly the characteristics of the technology”. We broadly concur with these views, and, given that there is potentially a good deal of space within which managers and others can decide and act when new technology is adopted, we focus on the part that personnel specialists have played here, on the basis of case studies both authors have conducted of new technology adoption and implementation. But first, we need to review what the relevant social science literature can tell us about this matter.

This chapter explores the development of middle leaders in the specific context of Catholic schools. It considers the interplay between contemporary thinking on educational leadership and the insights of Catholic theology and ministry. Two key themes foundational to this interplay are examined: the connection between leading and following, and the central importance of relationships for leadership. For each of these themes, the reader is provided with related questions for middle leaders in a Catholic school context, an activity for engaging with leaders, and an exercise inviting middle school leaders to reflect on their own experience and the context within which they lead.

Despite waves of budget cuts and structural reorganizations, physicians in most of Europe have not been subject to managerial controls like those that have emerged in the United States and to a lesser degree in Britain. This paper examines one of the most dramatic instances in which physicians resisted managerial and governmental control and explains recent changes in this pattern. From 1982 through 1992, Dutch hospital specialists successfully blocked efforts by governmental regulators, insurers, and hospital managers to control the specialists' activities so as to reduce hospital costs, integrate care activities, and assure quality. Gradually the specialists began to lose their budgetary and operational autonomy and signed agreements with hospitals and insurers to integrate the specialists' fees into hospital budgets. These new fiscal arrangements increase the hospital managers' economic control over specialists and create possibilities for the enhancement of other types of managerial control. The organizational and political forces behind these changes are analyzed, along with their implications for future patterns of professional control in the Netherlands and for the integration of professional and managerial functions within Dutch hospitals.

THE earliest libraries in any kind of community were run by interested members of the community with enthusiasm but no special training. Their communities asked them for very little more than they could get or do for themselves but did not care to find the time for, and because the librarian was one of their own, but no longer functioning fully in their world, the members of the community tended to have, however loyally or gently, a lower opinion of the man and consequently hisoffice. For the failed academic or businessman this was little less than just, but it was quite unjust to the profession of librarianship.

This chapter addresses the two important themes that we believe characterise how the platform-based gig economy operates. The first of the two themes explores the shifting boundaries of the triangular business model and its place within the wider, evolving capitalist structure. The triangular business model is the foundation of the platform-based gig economy and consists of the digital platform, the producer/worker and the end consumer. The digital platform acts as the intermediary and provides a market for exchange of goods and services between the workers and the end consumers. The fluidity of the triangular relationship has left the platform-based gig economy beyond the reach of the traditional neo-liberal regulatory system leading to the blurring of employee and employer relations. The second theme is based on the exploration and application of the Marxist concept of surplus value creation and its appropriation within the gig structure. Here, the authors seek to show the exploitation of the worker as a participant in the triangular business model. Given that the worker bears the majority of the entrepreneurial risk and provides capital they ought to receive a proportion of the surplus value created from the transaction. The authors have established the increasing dominance of platforms within the triangular business model and the enhanced scope for exploitation of workers in form of poor remuneration standards due to employee status ambiguity and the appropriation of a disproportionate amount of surplus value flowing to the platform owners.