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Supporting and nurturing effective communication between healthcare professionals is vital to protect patients from harm. However, not all forms of employee voice are effective. Fear can lead to defensive voice, while the role of other emotions to drive voice behaviour is less well understood. This paper aims to understand what role the broader range of emotions, including compassion and shame, experienced by healthcare professionals following patient safety incidents (PSI) play in the subsequent enactment of prosocial voice, a positive and other-oriented form of communication.

This study is based on data from a single English NHS hospital: interviews with healthcare professionals involved in PSIs (N = 40), observations at quality and risk committees and meetings (N = 26 h) and review of investigative documents (N = 33). Three recent PSIs were selected for cross-case analysis based upon organisational theory related to professional hierarchy, employee voice and literature on emotions.

Among three cases, the authors found variance in context, emotional experience and voice behaviour. Where professionals feared blame and repercussion, voice was defensive. Meanwhile where they experienced shame and compassion, prosocial voice was enacted to protect patients.

Healthcare organisations seeking to foster prosocial voice should: (1) be more considerate of professionals' emotional experiences post-PSI and ensure adequate support for recovery (2) establish norms for professionals to share their struggles with others (3) reward professionals who demonstrate caring behaviour (4) buffer professionals from workplace pressures.

The authors’ study highlights how emotional experiences, such as shame and compassion, can mediate blame and defensiveness and lead to the enactment of prosocial voice in the professional hierarchy.

The purpose of this paper is to present findings relating to how Lean is implemented in English hospitals.

Lean implementation snapshots in English hospitals were conducted by content analysing all annual reports and web sites over two time periods, giving a thorough analysis of Lean's status in English healthcare.

The article identifies divergent approaches to Lean implementation in English hospitals. These approaches are classified into a typology to facilitate an evaluation of how Lean is implemented. The findings suggest that implementation tends to be isolated rather than system‐wide. A second dataset conveys Lean implementation trajectory across the time period. These data signal Lean's increasing use by English hospitals and shows progression towards an increasingly systemic approach.

Data were collected using content analysis methods, which relies on how “Lean” methods were articulated within the annual report and/or on the organisation's web site, which indicates approaches taken by hospital staff implementing Lean.

This research is the first to examine more closely “how” Lean is implemented in English hospitals. The emergent typology could prove relevant to other public sector organizations and service organisations more generally. The research also presents a first step to understanding Lean thinking in the English NHS. This article empirically analyses Lean implementation in English hospitals. It identifies divergent approaches that allow inferences about how far Lean is implemented in an organisation. Data represent a baseline for further analysis so that Lean implementation can be tracked.

This paper presents research into the use of the Viable Systems Model (VSM) in small to medium sized enterprises (SMEs). Research on the VSM has been focussed on large organisations. The purpose of this paper is to explore the usefulness of the VSM in diagnosing issues of viability in SMEs.

Case study research was undertaken in which semi structured diagnostic interviews took place with SMEs using the VSM as a diagnostic tool. The aim was to investigate whether the VSM would assist in diagnosing problems with viability and whether it could then prescribe and facilitate improvements in operations. Qualitative case study evidence is presented that shows the results of these interventions.

The paper reports some examples of operational problems that were exposed through the intervention process and shows some general conclusions to support the use of VSM for analysing operations and supporting small business viability. A number of “threats to viability” themes were apparent and these are discussed.

The semi‐structured interview protocol created for the research could be used to diagnose viability issues in other SMEs and thus is of practical relevance to other organisations.

The VSM originates from the theory of cybernetics which can be broadly defined as “the science of effective organisation”. Previous use of the model has focused upon the viability of large organisations; the applicability of the VSM in a small business operational context has received little attention. The paper demonstrates the benefits of the using the VSM to pinpoint problems that threaten SME viability.

The aim of this review and of the papers in this special issue is to critically examine different approaches to teaching operations management (OM) in order to provoke and stimulate educators within the discipline.

The papers within this special issue include empirical assessments of a problem‐based learning enterprise resource planning (ERP) simulation; a computer‐based learning tool for material requirements planning (MRP); a simulation of assembly operations; an operations strategy innovation game; an extension of the production dice game; an experiential teaching method in different class settings; and problem‐based assessment methods in OM. A variety of data are used to support these empirical studies, including survey, interview, and observational data.

The papers within the special issue support the argument that OM is well‐suited to more applied methods of teaching focusing on the application of subject knowledge to real‐life situations through a variety of techniques.

It is hoped that this review and the papers within this special issue act to stimulate educators to re‐evaluate their approaches to teaching OM and encourage them to consider adopting experiential teaching methods, business simulations, role‐plays, group exercises, live cases, and virtual learning environments, instead of, or in addition to, the more conventional lectures that typically dominate many OM modules around the world.

A special issue on teaching OM appears timely given the significant changes to both the university landscape and to the nature of the discipline that we have witnessed over the last quarter of a century.

The purpose of this paper is to address the following research question: how do the interlocking editorial advisory boards (EABs) of operations and supply chain management (OSCM) journals map out the field’s diverse academic communities and how demographically diverse is the field and its communities?

The study applies social network analysis (SNA) to web-based EAB data for 38 journals listed under operations management (OM) in the 2010 ABS Academic Journal Quality Guide.

The members of EABs of the 38 journals are divided into seven distinct communities which are mapped to the field’s knowledge structures and further aggregated into a core and periphery of the network. A burgeoning community of supply chain management academics forms the core along with those with more traditional interests. Male academics affiliated to the US institutions and to business schools predominate in the sample.

A new strand of research is opened up connecting journal governance networks to knowledge structures in the OSCM field. OM is studied separately from its reference and associated disciplines. The use of the ABS list might attract comments that the study has an implicit European perspective – however the authors do not believe this to be the case.

The study addresses the implications of the lack of diversity for the practice of OM as an academic discipline.

The confirmation of the dominance of particular characteristics such as male and US-based academics has implications for social diversity of the field.

As the first study of its kind, i.e. SNA of EAB members of OSCM journals, this study marks out a new perspective and acts as a benchmark for the future.

This paper aims to describe coupon tests performed at elevated temperatures on S355 to S500 steel grades and comparison of test results with previous research studies and current EN 1993-1-2 material laws. The objective is to state if these steel grades satisfy to the current material laws and if the scope of application of these laws could be extended to S500 grades.

Two experimental programmes were launched to investigate the behaviour of S460M and S500M steel grades developed for hot-rolled sections. The first research programme was focussed on a comparison between S355 and S460 grades, where the second experimental programme was focussed on the recently developed S500M steel grade. The latter one comprised steady-state tests, transient-state tests and two large-scale beam tests.

Results of steady-state and transient-state tests correlate well with the reduction factors defined in EN 1993-1-2, currently limited to S460 grade. On the basis of this study, the scope of EN 1993-1-2 applies to S500 grades. For steady-state tests, the testing procedure (with and without acceleration after Rp0,2) led to noticeable differences. Transient-state tests, which are not standardised up to now, have been performed considering 5 K/min and 10 K/min constant heating rates. The slowest rate leads to lower strengths as creep effects are more significant. However, all the results are in line with EN 1993-1-2 material law. Importance should be given to the reference yield strength of steel at ambient temperature.

The revision of EN 1993-1-2 is on-going and this piece of work provides a contribution for extending the scope of application of material law of steel under fire conditions.