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Co-production has been used in public services in the UK areas such as mental health to improve the participation of service users in decisions made about the services traditionally provided for them and done to them. It has also been used in areas such as mental health and to address concerns about the quality of services provided to members of minority communities. Western Australia is currently passing legislation to address the issue of aboriginal cultural heritage management in the context of recent adverse incidents such as the incident where Rio Tinto was responsible for the destruction of the site. This paper aims to show how a formalised model of co-production can assist in the implementation of this legislation.

This paper considers how effective co-production has been within the domain of mental health services in the UK and then considers whether they are lessons that may be learnt in other contexts. It considers whether concepts from co-production have a role to play in ensuring that the legislation and its implementation are not seen as actions done to or on behalf of the aboriginal communities and if a more structured approach to coproduction can produce a model, which facilitates genuinely collaborative aboriginal heritage management.

The approach has facilitated the development of a model to monitor and improve collaboration within aboriginal cultural heritage management, which complements existing participatory approaches and enables businesses to demonstrate their legislatory compliance.

The study offers an approach, which may be used globally to empower indigenous communities in decision-making in other contexts, such as deforestation in South America and oil and gas exploitation on Inuit and First Nations land in Canada.

The use of co-production concepts and capability modelling is novel in this space.

The purpose of this paper is to show how a systematic approach and supporting tools can support the development of a quality culture, and align cultural change with process improvement goals.

The paper describes the development and deployment of a systematic approach to developing a quality culture, achieved through a structured approach to mentoring and supporting learning techniques including algorithmic matching of mentors to mentees and a structured mentoring journey built around goals and milestones.

A structured approach to mentoring can deliver significant enhancements to a quality culture, complementing structured approaches to process improvement allowing alignment of cultural and process goals.

The approach has been applied in a relatively small number of organisations (eight) at the time of writing.

The use of a structured approach to learning enables establishment of a quality culture to be part of a structured quality plan.

The purpose of this paper is designed to explore the relationship between information and clinical governance in the English NHS.

The paper is a personal reflection based upon the interim report of the National Information Governance Committee (NIGC) of the Care Quality Commission.

The contribution of the NIGC to clinical governance in England has been significant for a number of reasons. Most notably, it has been embedded at the heart of an organisation concerned with the whole spectrum of health and social care, with a role where information is seen predominately as a means to deliver better care rather than an end in itself. The recommendation to establish a specific and mandatory information governance (IG) element of the inspection regime reflects the fact that without validation of the evidence base, the whole inspection regime may be seen as resting on insecure foundations, and provides re-assurance in the integrity of the whole inspection process, well beyond the scope of IG.

The paper provides an insight into policy making at the heart of clinical governance, and its relationship with IG. It highlights the fact that the work of the NIGC has placed validation of information at the heart of the new CQC inspection regime, providing increased confidence in the information on which the rest of the inspection process is based.

Aims to describe the growing importance of information and its governance within public services. The paper starts by considering how scandals in three national public health systems have focused public attention on information issues. It describes a theoretical framework for improving information governance, and its practical implementation as a management tool. The paper concludes with a discussion of the benefits of the approach, and the consequences of not improving information governance.

The framework brings together a number of existing methodological approaches, principally the maturity model approach to process improvement, first described in the Software Engineering Institute's capability maturity model, and the novice‐to‐expert approach to competency.

The paper describes how these approaches can be synthesised into an integrated framework to manage organisational change and how that can be used to improve information governance within public sector organisations.

The paper compares the framework and its practical implementation with existing solutions, arguing that existing solutions provide only partial solutions.

Considers how plans for future service improvements will be restricted unless information governance issues can be addressed.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to analyse the impact of major structural changes on the conceptualization of the transnational corporation (TNC) based on foreign direct investment (FDI) and on indicators of transnationality.

Analysis of three major structural changes which impact the current conception of transnationality. They are: the rise of digital companies; the increased role of finance in the economy; externalization of activities via non-equity modalities (NEMs) with an impact on FDI and on the labour market.

The paper finds that the current concept of transnationality needs widening to take account of companies with a low degree of fixed assets abroad such as the digital and the financial companies and those internationalizing via NEMs, as well as to take account of the evolving relationship between TNCs and labour.

Future research along the lines proposed should consider: working explicitly with the new, inclusive concept of transnationality and arrive at an empirical estimate of the proposed indices of transnationality which modify and amplify the current United Nations Conference on Trade and Development indices.

Useful for understanding the nature of transnationality in the twenty-first century and for developing policies.

The paper proposes a new concept of transnationality and of the TNC, one that allows for new ways of organizing direct business activities abroad. It also proposes broadening the list of indicators of transnationality.