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The purpose of this paper is to ask if customer experiences in public houses (pubs) go wrong because of poor initial and subsequent training for front-line staff, while questioning if enough is being made of employee engagement and socialization as a means to improve consistency within the pub service encounter.

The study applies a critical review of the literature with a focus on the initial and subsequent training of front-line employees in the context of managed and entrepreneur-led pub-retailing operations.

The delivery and impact of a well-designed initial training programme may not only enhance long-term employee engagement and loyalty, but also provide competitive advantage for pub-retail operations through a more consistent service delivery. The paper questions the suitability of the approach currently being adopted within the sector and suggests that change is needed in order to ensure the longer-term survival of pub-retail businesses.

Can reliable and consistent customer experiences be delivered without a more progressive approach to the initial training and engagement of front-line employees?

While the importance of initial and subsequent training is widely accepted, the potential for its poor delivery has an almost predictable impact on many customer experiences. The paper recommends a review of the methods used by managed house and entrepreneurial (tenanted and leasehold) pub-retailing businesses to enhance employee socialization, engagement and loyalty to fuel the sector’s drive to generate greater competitive advantage.

The use of data in the twenty-first century to improve expert decision-making has radically transformed what it means to be an expert in multiple fields, including behavioural healthcare. This chapter summarises the impact on information technology on the field, including use of digital platforms to enable video therapy and online cognitive behavioural therapy programmes. The chapter is intended for practitioners seeking information on how to be a twenty-first century expert, where years of education and experience matter less compared to evidence of performance in the form of solid outcome data. Key to the use of outcome data is expertise in how to use questionnaires in therapy and how to interpret results, both at the individual client level as well as overall results across multiple clients. A twenty-first century expert measures are not simply to measure outcomes but to improve results over time. Failure to incorporate the use of data into routine practice ignores an evidence based practice with decades of evidence as to its effectiveness, potentially resulting in suboptimal care.

Structural integration is increasingly explored as a means of achieving efficiency gains alongside improved health outcomes. In 2015, three boroughs in London, England began working together to develop an Accountable Care Organisation for the 750,000 population they serve. The purpose of this paper is to understand the experiences of working across organisational and sectoral boundaries for the benefit of the population, including enablers and barriers encountered, the role of financial incentives and perspectives on Accountable Care Organisations.

A single site instrumental case study involving 35 semi-structured interviews using a topic guide, with key leaders and decision makers from the site and nationally, between April 2016 and August 2016.

There are differences in levels of autonomy and operational priorities between councils and the NHS. Existing financial mechanisms can be used to overcome sectoral boundaries, but require strong leadership to implement. There are challenges associated with primary care participating in integration, including reluctance for small organisations to adopt the risk associated with large scale programmes. Interviewees were aligned on espoused ambitions for the Accountable Care Organisation but not on whether one organisation was needed to deliver these in practice.

Progressing the integration agenda requires consideration of the context of primary care and the core differences between health and government. Further, research into ACOs is required as they may not be required to deliver the anticipated integration and system outcomes. Understanding if there are specific population groups for whom cross-organisation and cross-sector working could have particular benefits would help to target efforts.

This paper highlights some of the challenges associated with cross-sector collaboration.

This chapter explores the dual, contentions spaces of consciousness the Rwandan diaspora communities navigate. First of which was created through the stories of trauma and displacement since the Rwandan genocide and is influenced by the current Rwandan government's control over narratives of identities and remembrance both socially and politically. The second originated from the younger generations' attempt to assimilate to the only country they have never lived in and personally known. In this second space, the younger generations were forced, consciously or unconsciously, to choose between their communities' attachment to the past or creating a new path or future. Most importantly, being in diaspora means accepting that the different generations will often remain at the periphery of the new country, like outsiders looking inward. This phenomenon of social exclusion is a result of different factors, such as social categorisation, collective trauma and the narratives of otherness, which shape the different generations' identity shifts and sense of belonging. Using a phenomenological research method, this study analysed how one event, the 1994 Rwandan genocide, changed the meaning of diaspora consciousness and divided the communities into social categories such as ‘victims’ and ‘perpetrators’. Using the experiences of Rwandan American diaspora communities, I explored the impact of the labels of ‘victim’ and ‘perpetrator’ and how they have not only created specific narratives around remembrance and accountability but also crystallised the normative ideas of who was harmed and who was responsible for inflicting that harm. This chapter analysed the Rwandan communities' social development and assimilation, their understanding of their pasts and their members' social and political engagements in addressing their roles in their communities and nations.

This study analyses how media choices can be used in the construction of social identity.

We approach the topic through the analytical lens of identity work. We present a case study of a community of IT students during their first year of studies, including participant observation, focus groups, and surveys. We focus on what community means to the individuals located within a specific social context. This allows us to examine ICT use and adoption holistically as a key aspect of community formation and identity maintenance.

We depict everyday interactions in which the choice of an older information communication technology, Internet Relay Chat, serves participants in their quest for social belongingness in their community and in distinguishing the community positively from other social groups. This chapter describes how identity work is accomplished by adopting and valuing shared, social views about users versus non-users, including: (1) emphasizing the skills and efforts needed for using Internet Relay Chat (IRC), (2) undermining the use of other technologies, and (3) deploying and referencing IRC jargon and “insider humor” within the broader community.

By examining online and offline social interactions in a defined community over time, we expose the process of identity work in a holistic manner. Our analysis emphasizes the underlying process where media choices can be harnessed to fulfill the need to identify with groups and feel affirmed in one’s claims to both personal and social identity.

Global leadership involves the ability to connect with individuals from different cultures. Connecting is an actionable process that creates mutual understanding, positive feeling, and a common approach to collaborate. Forming interpersonal connections can be an effective way for global leaders to cut across cultural differences as it is based on a universal human need for belonging. Our study aims to understand the specific actions global leaders engage in to connect with people across cultures. Furthermore, we examine how identity experiences of multicultural individuals contributed to their capabilities of connecting with people from different cultures in their role of global leader. Through a qualitative analysis of in-depth interviews with multicultural individuals in global leadership positions, we develop a model of connecting across cultures involving specific leadership actions that lead to emotive, cognitive, and behavioral dimensions for connection. Our model also illustrates how multicultural identity experiences equip global leaders with qualities such as empathy, perspective-taking, and integration, which enable them to engage in actions for connecting to people across cultures. The research in this chapter contributes to a better understanding of global leadership with novel insights into how global leaders connect to people and sheds light on the advantages of multicultural identity experiences in this process.

Using the example of medication safety, this paper aims to explore the impact of three managerial interventions (adverse incident reporting, ward‐level support by pharmacists, and a medication safety subcommittee) on different professional communities situated in the English National Health Service (NHS).

Semi‐structured interviews were conducted with clinical and managerial staff from two English NHS acute trusts, supplemented with meeting observations and documentary analysis.

Attitudes toward managerial intervention differ by professional community (between doctors, nurses and pharmacists) according to their existing norms of safety and perceptions of formal governance processes.

The heterogeneity of social norms across different professional communities and medical specialties has implications for the design of organisational learning mechanisms in the field of patient safety.

The paper shows that theorisation of professional “resistance” to managerialism privileges the study of doctors' reactions to management with the consequent neglect of the perceptions of other professional communities.

The aim of this study is to present an overview of the factors contributing to the difficulties faced by the public house (pub) sector when analysing the general decline in the number of pubs in the UK seen over recent years.

Due to the nature of the study secondary rather than primary research methods were adopted, although further opportunities to undertake primary research are identified towards the end of the article.

A review of contemporary literature and key industry data has been used to present findings that evaluate the role traditionally played by public houses within society; to examine the changing structure of the pub retailing sector; and to analyse a range of key internal and external factors that have and are contributing to the decline seen in certain elements of the sector, as evidenced in the number of business closures.

Use of both academic and industry‐focussed research articles present a timely and accurate picture of the true situation and general feeling within the sector while suggesting where future research may be undertaken.

The paper offers a number of practical business improvement recommendations that could be taken forward by the sector.

In acknowledging that each pub business is unique due to its form of ownership and the people employed within it, a strategy for survival is outlined for struggling businesses to adopt in order to not only survive in a very difficult trading environment, but also to re‐establish themselves as a central feature of the communities in which they are located.

The rise of large out‐of‐town stores has received attention in terms of concern about the viability of town centres and local businesses and the environmental consequences of the increased car journeys generated by this change in shopping practices. This article explores whether the competitive pressures which small retailers are under have affected their employee relations. It is based on interviews with owner managers of butchers, greengrocers and newsagent shops in one location. Owner managers had different assessments of the nature of the competition they were facing and how they might continue to have a viable business. However, approaches to recruitment and selection and staff allocation seemed to have more to do with the limited labour market and the personal nature of the employment relationship than the approach taken to competition. Low wages, long hours and limited training remained the dominant features of both successful and unsuccessful businesses.