Medication errors in mental healthcare:a systematic review

Methods: It has been estimated that medication error harms 1-2% of patients admitted to general hospitals. There has been no previous systematic review of the incidence, cause or type of medication error in mental healthcare services. Methods: A systematic literature search for studies that examined the incidence or cause of medication error in one or more stage(s) of the medication-management process in the setting of a community or hospital-based mental healthcare service was undertaken. The results in the context of the design of the study and the denominator used were examined. Results: All studies examined medication management processes, as opposed to outcomes. The reported rate of error was highest in studies that retrospectively examined drug charts, intermediate in those that relied on reporting by pharmacists to identify error and lowest in those that relied on organisational incident reporting systems. Only a few of the errors identified by the studies caused actual harm, mostly because they were detected and remedial action was taken before the patient received the drug. The focus of the research was on inpatients and prescriptions dispensed by mental health pharmacists. Conclusion: Research about medication error in mental healthcare is limited. In particular, very little is known about the incidence of error in non-hospital settings or about the harm caused by it. Evidence is available from other sources that a substantial number of adverse drug events are caused by psychotropic drugs. Some of these are preventable and might probably, therefore, be due to medication error. On the basis of this and features of the organisation of mental healthcare that might predispose to medication error, priorities for future research are suggested.

Towards e+Learning or How to Increase the Learning into e-Learning

It is discussed some changes in the traditional e-learning notion on the point of view of R. Koper’s question 'where is the learning in e-learning?’. We put a focus on the conception of learning as a management process and present the project Bulgarian Educational Site (BEST) – a possible answer to Koper’s question. The BEST is a virtual learning environment, based on the following principles: learning is a goal-directed and didactics-managed process; learners may define their own learning objectives, monitor and regulate the learning process; collaborative e-learning is more effective; etc. The BEST is based on two famous e-learning systems (Moodle, LAMS) and Plovdiv e-University (versions 1.0 and 2.0). The paper brings up a mater about the new ‘electronic’ pedagogy and proposes an approach for pedagogical modeling and interpretation of e-learning applied in the BEST.

Collaborative Learning and Authoring in the Frame of e-Projects

It is presented a research on the application of a collaborative learning and authoring during all delivery phases of e-learning programmes or e-courses offered by educational institutions. The possibilities for modelling of an e-project as a specific management process based on planned, dynamically changing or accidentally arising sequences of learning activities, is discussed. New approaches for project-based and collaborative learning and authoring are presented. Special types of test questions are introduced which allow test generation and authoring based on learners’ answers accumulated in the frame of given e-course. Experiments are carried out in an e-learning environment, named BEST.

The influence of organizational and national culture on new product performance

The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show that organizations with a market culture show the highest new product performance, while hierarchy-type organizations show the lowest performance. The influence of national culture variables supports the effect of value congruency, and shows that in individualistic cultures the impact of a clan culture decreases, the impact of an adhocracy culture type decreases with uncertainty avoidance, and the influence of a hierarchy culture type increases with power distance. The superior effect of a market culture type can be matched by other organizational orientations, but in particular national cultures only. The combined findings underline the importance for firms that seek to improve the success rate of new products on international markets to consider the fit of a national culture with a firm's organizational culture.

Salespersons as internal knowledge brokers and new products selling:discovering the link to genetic makeup

Managers increasingly realize the importance of involving the sales force in new product development. However, despite recent progress, research on the specific role of the sales force in product innovation-related activities remains scarce. In particular, the importance of a salespersons’ internal knowledge brokering has been neglected. This study develops and empirically validates the concept of internal knowledge brokering behavior and its effect on selling new products and developing new business, and explores whether a salesperson’s internal brokering qualities are determined by biological traits. The findings reveal that salespeople with the DRD2 A1 gene variant engage at significant lower levels of internal knowledge-brokering behavior than salespeople without this gene variant, and as a result are less likely to engage effectively in new product selling. The DRD4 gene variant had no effect on internal knowledge brokering. Management and future research implications are discussed.

The impact of marketing oriented product development on new product performance = A marketing orientált termékfejlesztés hatása az új termék teljesítményre

In the new product innovation management literature a lot of empirical studies have supported the importance of marketing orientation as a key success factor of new products. The purpose of this paper is to examine on a Hungarian sample if there is a connection between marketing oriented product development and new product performance. Firms were clustered into two product performance categories. ANOVA analysis showed significant correlation between R&D/marketing interface and new product performance, while variables associated with costumer orientation were not significant. The study was based on data “In Global Competition 2004 – 2006” survey. This paper was presented at the INCODE conference (INCODE, 2008). = Számos felmérés bizonyítja, hogy az új termékek sikerét nagyban elősegíti a marketing orientált fejlesztési gyakorlat. A „Versenyben a világgal 2004-2006” felmérés adatbázisán ennek relevanciáját vizsgáltuk. A vonatkozó szakirodalomból kiindulva, a felmérés kérdőívéből kiválasztottuk azokat a változókat, amelyekkel a marketing orientált termékfejlesztés leginkább jellemezhető. Öt változóval írtuk le a fogyasztó orientációt, míg egy változónk volt a K+F/marketing együttműködésre. Eredményeink szerint azok a vállalatok, amelyeknél a K+F és a marketing részlegek szorosan együttműködnek, jobb termékfejlesztési teljesítményt érnek el. Ugyanakkor a fogyasztó orientáció és a termékfejlesztési teljesítmény között nem találtunk szignifikáns kapcsolatot. A tanulmány megjelent a pécsi INCODE konferencia kötetében (INCODE, 2008).

Bizonytalanság, stratégia és teljesítmény – Kvalitatív kutatás innovatív kis- és középvállalatok vezetői körében (Uncertainty, strategy and performance – Qualitative research in innovative SMEs)

A szerző kvalitatív kutatási módszerekkel vizsgálja a kis- és középvállalatok (kkv-k) innovatív tevékenységeinek korlátait és lehetőségeit. A vizsgálat tárgyai (legalább) Magyarország szintjén új terméket vagy szolgáltatást nyújtó kkv-k, melyek határozott növekedési szándékkal rendelkeznek. Az eredmények egységes vizsgálati keretben, 41 vezető véleménye alapján születtek meg, három területre fókuszálva: (1) a környezeti bizonytalanság megítélése, (2) a szervezet követett stratégiája, kettős képessége, kiaknázó és felderítő tevékenysége, és (3) a versenyképes teljesítménycélok, konfigurációk. A cikk a kutatás lépéseit részletesen bemutatja, fontos eredményének tekinthető, hogy rámutat arra, hogy a kutatási és fejlesztési, valamint az innovatív tevékenységek legfontosabb gátja leginkább a vezetési és szervezési képességek és a stratégiai gondolkodás hiányára vezethető vissza a kis- és középvállalkozásokban. ______ The author conducted a qualitative research on the innovation potential of small and medium size enterprises (SMEs). SMEs with new products and services and with growth orientation are in the focus of the research. The standardized research design is based on 41 owner managers’ responses. It is focusing on 3 main areas: (1) environmental uncertainty, (2) the strategy followed by the organization, its ambidextrous capability, exploitative and explorative behavior, and (3) competitive performance and configurations. The paper describes a qualitative research design in detail. The main finding of the research is that the lack of managerial skills and strategic thinking inhibit SMEs to conduct innovation as well as to engage in research and development activities.

Formalizált rugalmasság – a kettős képesség kialakulása egy középvállalatban (Formalized adaptability: the development of ambidexterity in a medium-sized enterprise)

Az empirikus kutatás azokra a kérdésekre keresi a választ, hogy a hazai innovatív, növekedésorientált kis- és középvállalkozásokat milyen tényezők támogatják és segítik abban, hogy egyszerre legyenek képesek kiválóan teljesíteni jelenlegi piacaikon, miközben radikális innovációikon keresztül biztosítják a szervezet hosszú távú növekedési pályáját. A kutatás kvalitatív, feltáró, egyéni interjúkra épülő esettanulmányos módszertan keretein belül 14 vezetői interjúra, helyszíni megfigyelésre és széles körű dokumentumelemzésre épül. Az eredmények alapján a kettős képességű szervezetek teljesítményét egy hat, egymással összefüggésben lévő elemből álló modell határozza meg, melynek részei a felsővezetői decentralizáció, menedzsmentkontroll, vezetői szerepek és identitás, feladat- és hatáskörök, motivációs rendszer és a menedzsmenttudás színvonala. _______ The empirical research seeks the answer to the question what kind of factors support and help the innovative, growth-oriented Hungarian SMEs to both have the ability to operate at an excellent level in their current markets and to ensure the long-term growth path of the organization through radical innovations. The research applies qualitative, interview-based methodology. The dataset consists of 14 interviews with managers from different organizational level of the examined company, on-site observation and document-analysis. The main contribution of the article is a model that includes the influential structural and contextual factors of organizational ambidexterity, which are decentralization, management controlling, leader roles and identity, functions and authorities, motivation system and level of management knowledge.

Miként befolyásolják a stratégiai gondolkodásmódok a vállalat innovativitását? (How can strategic mindsets influence innovative capability of the firm?)

A stratégiai gondolkodásmód a szervezetben működő egyének olyan kognitív sémáinak összessége, melyek alapjaiban befolyásolják a szervezet üzleti lehetőségeivel kapcsolatos feltevéseiket, valamint ezáltal a vállalati stratégiát és innovációt. Jelen tanulmány egy koncepcióalkotó munka, mely négy alapvető stratégiai gondolkodásmódot azonosít, amelyek mindegyike sajátos módon kapcsolódik az innovációhoz. Későbbi empirikus vizsgálathoz kapcsolódóan három feltevést azonosít, melyek a következőek: 1. Minél dinamikusabb a vállalat stratégiai gondolkodásmódja, annál radikálisabb innovációs kezdeményezéseket támogat. 2. Időben a vállalatok (a stabilitásra való törekvésük miatt) a statikusabb stratégiai gondolkodásmód felé mozdulnak el. 3. Minél konzisztensebb a vállalat stratégiai gondolkodásmódja, annál nagyobb mértékben kerül megvalósításra a tervezett stratégia. _____ Strategic mindset is the sum of those cognitive patterns of a group of individuals in an organization which fundamentally influence their assumptions about business opportunities. Four types of strategic mindsets can be distinguished which fundamentally influence the strategy and innovation capability of the firm. This paper is a conceptual framework which describes three assumptions such as 1. the more dynamic strategic mindset results the more radical innovation strategy; 2. in time strategic mindsets become more static; and 3. the more consistent strategic mindsets inside the firm, the greater possibility of the intended strategy is implemented. By this way it is a first step of a future research examining why start-up companies can lose their innovation capability and why large firms can keep it?

Az üzleti kapcsolatok irányítása – fókuszban a bizalom

A tanulmány témája az üzleti bizalom. Az innováció példáján keresztül bemutatja azt a működési mechanizmust, amelynek révén az együttműködő partnerek közötti bizalom képes hatékonyabbá tenni a gazdasági kapcsolatokat. A szerző értelmezi az üzleti kapcsolatok koordinálásának és irányításának fogalmait, bemutatja típusait és alkalmazásának jellemzőit. A hazai szakmai közéletben ma uralkodó felfogástól eltérően megkülönbözteti a bizalomra méltóság és a bizalom fogalmát. A bizalomra méltóság aktuális szintje az, amit egy kapcsolatban mérni lehet. Amennyiben a bizalomra méltóság szintje megfelelő, lehetővé válik, hogy e kapcsolatokban megjelenjen maga a cselekvési hajlandóságként értelmezett bizalom.

Az egyetemi vállalkozói ökoszisztémába ágyazott közösségi finanszírozás

A közösségi finanszírozás a pénzügy, a technológia és a vállalkozás nexusába ágyazva katalizálhatja a – regionális és egyetemen belüli – helyi vállalkozói ökoszisztémát, hozzájárulhat a gazdasági növekedéshez, innovációhoz és munkahely-teremtéshez. Az egyetemeken keletkező vállalkozói és innovációs potenciál szempontjából a hallgatói, oktatói és alumni startup-ok, valamint a K+F kapacitás számára nyújthat alternatív finanszírozási módot az ún. crowdfunding. A szerzők célja, hogy a vállalkozói ökoszisztémák és a közösségi finanszírozás fontosabb vonásait bemutatva feltárják a közös keresztmetszeteket, interakciókat, továbbá átgondolják egy ilyen platform implementációs lehetőségeit a Pécsi Tudományegyetemen.

The Impact of Project Manager on Project Success – The Case of ICT Sector

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

Achieving zero accidents—A strategic framework for continuous safety improvement in the construction industry

In the U.S., construction accidents remain a significant economic and social problem. Despite recent improvement, the Construction industry, generally, has lagged behind other industries in implementing safety as a total management process for achieving zero accidents and developing a high-performance safety culture. One aspect of this total approach to safety that has frustrated the construction industry the most has been “measurement”, which involves identifying and quantifying the factors that critically influence safe work behaviors. The basic problem attributed is the difficulty in assessing what to measure and how to measure it—particularly the intangible aspects of safety. Without measurement, the notion of continuous improvement is hard to follow. This research was undertaken to develop a strategic framework for the measurement and continuous improvement of total safety in order to achieve and sustain the goal of zero accidents, while improving the quality, productivity and the competitiveness of the construction industry as it moves forward. The research based itself on an integral model of total safety that allowed decomposition of safety into interior and exterior characteristics using a multiattribute analysis technique. Statistical relationships between total safety dimensions and safety performance (measured by safe work behavior) were revealed through a series of latent variables (factors) that describe the total safety environment of a construction organization. A structural equation model (SEM) was estimated for the latent variables to quantify relationships among them and between these total safety determinants and safety performance of a construction organization. The developed SEM constituted a strategic framework for identifying, measuring, and continuously improving safety as a total concern for achieving and sustaining the goal of zero accidents.

Managing Strategic Change

The essay - Managing Strategic Change – by K. Michael Haywood, Associate Professor, School of Hotel and Food Administration, University of Guelph, is initially characterized by Haywood as: “The ability to manage strategic change is critical for hospitality industry executives today. Executives must be capable of creating a vision of the future and implementing its direction. The author gives avenues for that management process.” “The effective management of strategic change is the major challenge confronting hospitality executives,” says Associate Professor Haywood. “Responding to a rapidly changing business environment and constantly evolving competitive threats and opportunities requires executives who can anticipate and plan for change.” According to Professor Haywood, the management of strategic change is a future imperative for hospitality executives. Implementing those changes will be even more difficult. “Survival and growth for many hospitality firms during the next decade will depend on the development of new strategic visions which can provide significant competitive advantages,” he says. “Strategies for managing costs and technology will be central to this task,” Haywood expands the thought. Haywood suggests two primary types of change hospitality executives should be aware of. First, is change that is anticipated, anticipatory change. Second, is the other more crucial type of change, strategic change in the face of crisis, or simply stated, reactive change. Professor Haywood describes the distinction between the two. In describing the approach that should be implemented in responding to an anticipatory change, Haywood says, “If time permits, and change is to be introduced gradually, pilots and trials should be run to assess the impact of the new strategy on the organization. These trials are used to create pockets of commitment throughout the corporation, build comfort levels with the new approach, and neutralize or win over potential opposition.” There are the obvious advantages to using an approach like the one described above, but there are disadvantages as well. Haywood discusses both. In addressing reactive change, Haywood offers that the process is a more - time is of the essence – condition, and that strong leadership and a firm hand on employee control is imperative. “Personal leadership, tough-mindedness, the willingness to ruthlessly abandon the familiar and the past, and the use of informal strategic levers are the hallmarks of sterling executive performance in such periods,” he says. “All these changes involve substantial technical, financial, and human risks,” Haywood wants you to know. “In order to make them, and still remain competitive, hospitality and travel-related corporations require executives capable of creating a vision of the future, able to sell that vision to their employees, and tough-minded enough to implement strategies to make the vision a reality.”

The relationship between student characteristics, computer literacy,technology acceptance, and distance education student satisfaction

The purpose of this study is to identify the relationship between the characteristics of distance education students, their computer literacy and technology acceptance and distance education course satisfaction. The theoretical framework for this study will apply Rogers and Havelock's Innovation, Diffusion & Utilization theories to distance education. It is hypothesized that technology acceptance and computer competency will influence the student course satisfaction and explain the decision to adopt or reject distance education curriculum and technology. Distance education delivery, Institutional Support, Convenience, Interactivity and five distance education technologies were studied. The data were collected by a survey questionnaire sent to four Florida universities. Three hundred and nineteen and students returned the questionnaire. A factor and regression analysis on three measure of satisfaction revealed significant difference between the three main factors related to the overall satisfaction of distance education students and their adoption of distance education technology as medium of learning. Computer literacy is significantly related to greater overall student satisfaction. However, when competing with other factors such as delivery, support, interactivity, and convenience, computer literacy is not significant. Results indicate that age and status are the only two student characteristics to be significant. Distance education technology acceptance is positively related to higher overall satisfaction. Innovativeness is also positively related to student overall satisfaction. Finally, the technology used relates positively to greater satisfaction levels within the educational experience. Additional research questions were investigated and provided insights into the innovation decision process.