Exploring Modern Trends in Correctional Case Plans and Recommendations for Maximizing Outcomes

The Impact of Internal and External Resources, and Strategic Actions in Business Networks on Firm Performance in the Software Industry

Since the early 1980s, policymakers and analysts have urged hospitals to be more active in managing the care of their patients beyond the hospital walls. In particular, hospitals have been criticized for failing to address the postdischarge needs of elderly patients with chronic health problems. An influential essay in The New England Journal of Medicine observed that “most of these institutions have no comprehensive geriatric program geared to the long-term medical, rehabilitative, and social needs that are linked to acute illness. To provide quality care, hospitals must make a commitment to long-term care for the chronically ill elderly patient. It is becoming apparent that no one else can.” As part of a strategy for addressing this perceived shortcoming, the authors argued, “Unlike other providers, hospitals could offer comprehensive case management of patients, from home care to acute care, thus ensuring continuity of services.” Under this approach, hospital-based case managers would identify clients, assess their needs, develop care plans, coordinate service delivery, and monitor results. Since many of these activities would take place after the patient left the hospital, hospital-based case management would be a considerable extension of hospitals’ typical discharge planning activities. In part, it was expected that the costs of hospital-based case management programs would be covered through user fees. If the hospital also offered long-term care services, hospital-based case management could generate additional revenues through increased use of these services. If it facilitated the earlier discharge of Medicare patients and reduced Medi-

People use coping strategies such as self-affirmation to manage threats to their self-esteem. In empirical research, self-affirmation often involves recalling personal values, strengths, or relationships to restore moral integrity. Research shows it improves attitude adjustment, resolves cognitive dissonance, and enhances well-being. Some studies stress the importance of distinguishing between different aspects of self-affirmation, like strengths or social relations. These aspects align with concepts in psychotherapy that differentiate between internal and external resource activation, benefiting health, self-esteem, and resilience. The aim of the current study was twofold: first, to independently test the three-factor structure of the Spontaneous Self-affirmation Measure (SSAM), and second, to integrate self-affirmation strategies into a broader resource activation framework as resilience factors. It also examined associations with self-esteem and effects of age, gender, and education on spontaneous self-affirmation. 1,100 participants (72% female, age 18-65) were recruited online. The original three-factor structure of the SSAM (with the factors Strengths, Values and Social relations) was examined using structural equation modeling. Further, a theory driven two-factor structure applying an internal and external resources framework was examined, integrating the factors of the SSAM into the taxonomy of resource activation (Internal resources: Strengths and Values; External resources: Social relations). The results of confirmatory factor analyses showed that both the original three-factor structure and the complementary two-factor structure with an Internal resources and External resources factor fit the data appropriately. All three factors of the original factor model showed a high reliability (Strengths: = 0.91, Values: = 0.91, Social relations: = 0.92). We also found measurement invariance across age, gender, and education. Furthermore, group differences regarding gender, education and ethnicity in the utilization of spontaneous self-affirmation strategies were apparent. Finally, it was demonstrated that the Internal resources factor of the complementary two-factor model is significantly more strongly correlated with self-esteem than the External Resources factor [z = 12.80, p < 0.001, 95%CIdiff (0.24, 0.33)]. The study confirms the validity of both the three-factor and two-factor structures of the SSAM. Integrating self-affirmation into the resource activation framework may facilitate applying findings from self-affirmation studies to clinical contexts.

PurposeThe purpose of this paper is to know that how group resources (internal and external) and the relationship quality among group members relate to group performance.Design/methodology/approachGiven the normative nature of group performance, the study is carried out in a contrived environment. Participants were 204 master of business administration students who were allocated to 51 study groups. Data were collected in three waves and from two different sources, i.e., students and instructors. Data analysis was carried out by employing regression analysis and the bootstrapping procedure, i.e., PROCESS.FindingsThe results of this paper reveal that an individual-level internal resource, i.e. time, positively predicts group performance, while group-level internal resources, i.e., group composition and group members’ experience, negatively predict group performance. Both external resources (external communication and instructor’s support) are found to have a positive effect on group performance. The relationship quality among group members partially relates to group performance. Instructor’s support as an external resource is found to moderate the relationship between only two aspects of relationship quality and group performance.Practical implicationsThis study provides guidance to group members as to how they can utilize internal and external group resources and their relationship quality for enhancing their group performance. Managers in varied organizations can also utilize the findings of this study.Originality/valueThis study is unique in that it offers a new insight into internal and external resources and relationship quality, that is, from the perspective of group performance. The group resources included in the study are rarely found in the existing literature.

Who Terminates From ACT and Why? Data From the National VA Mental Health Intensive Case Management Program

As the first point of care for many healthcare seekers, private pharmacies play an important role in tuberculosis (TB) care. However, previous studies in India have showed that private pharmacies commonly dispense symptomatic treatments and broad-spectrum antibiotics over-the-counter (OTC), rather than referring patients for TB testing. Such inappropriate management by pharmacies can delaye TB diagnosis. We assessed medical advice and OTC drug dispensing practices of pharmacists for standardized patients presenting with classic symptoms of pulmonary TB (case 1) and for those with sputum smear positive pulmonary TB (case 2), and examined how practices have changed over time in an urban Indian site. We examined how and whether private pharmacies improved practices for TB in 2019 compared to a baseline study conducted in 2015 in the city of Patna, using the same survey sampling techniques and study staff. The proportion of patient-pharmacist interactions that resulted in correct or ideal management, as well as the proportion of interactions resulting in antibiotic, quinolone, and corticosteroid are presented, with standard errors clustered at the provider level. To assess the difference in case management and the use of drugs across the two cases by round, a difference in difference (DiD) model was employed. A total of 936 SP interactions were completed over both rounds of survey. Our results indicate that across both rounds of data collection, 331 of 936 (35%; 95% CI: 32–38%) of interactions were correctly managed. At baseline, 215 of 500 (43%; 95% CI: 39–47%) of interactions were correctly managed whereas 116 of 436 (27%; 95% CI: 23–31%) were correctly managed in the second round of data collection. Ideal management, where in addition to a referral, patients were not prescribed any potentially harmful medications, was seen in 275 of 936 (29%; 95% CI: 27–32%) of interactions overall, with 194 of 500 (39%; 95% CI: 35–43%) of interactions at baseline and 81 of 436 (19%; 95% CI: 15–22%) in round 2. No private pharmacy dispensed anti-TB medications without a prescription. On average, the difference in correct case management between case 1 vs. case 2 dropped by 20 percent points from baseline to the second round of data collection. Similarly, ideal case management decreased by 26 percentage points between rounds. This is in contrast with the dispensation of medicines, which had the opposite effect between rounds; the difference in dispensation of quinolones between case 1 and case 2 increased by 14 percentage points, as did corticosteroids by 9 percentage points, antibiotics by 25 percentage points and medicines generally by 30 percentage points. Our standardised patient study provides valuable insights into how private pharmacies in an Indian city changed their management of patients with TB symptoms or with confirmed TB over a 5-year period. We saw that overall, private pharmacy performance has weakened over time. However, no OTC dispensation of anti-TB medications occurred in either survey round. As the first point of contact for many care seekers, continued and sustained efforts to engage with Indian private pharmacies should be prioritized.

As the first point of care for many healthcare seekers, private pharmacies play an important role in tuberculosis (TB) care. However, previous studies in India have showed that private pharmacies commonly dispense symptomatic treatments and broad-spectrum antibiotics over-the-counter (OTC), rather than referring patients for TB testing. Such inappropriate management by pharmacies can delaye TB diagnosis. We assessed medical advice and OTC drug dispensing practices of pharmacists for standardized patients presenting with classic symptoms of pulmonary TB (case 1) and for those with sputum smear positive pulmonary TB (case 2), and examined how practices have changed over time in an urban Indian site. We examined how and whether private pharmacies improved practices for TB in 2019 compared to a baseline study conducted in 2015 in the city of Patna, using the same survey sampling techniques and study staff. The proportion of patient-pharmacist interactions that resulted in correct or ideal management, as well as the proportion of interactions resulting in antibiotic, quinolone, and corticosteroid are presented, with standard errors clustered at the provider level. To assess the difference in case management and the use of drugs across the two cases by round, a difference in difference (DiD) model was employed. A total of 936 SP interactions were completed over both rounds of survey. Our results indicate that across both rounds of data collection, 331 of 936 (35%; 95% CI: 32-38%) of interactions were correctly managed. At baseline, 215 of 500 (43%; 95% CI: 39-47%) of interactions were correctly managed whereas 116 of 436 (27%; 95% CI: 23-31%) were correctly managed in the second round of data collection. Ideal management, where in addition to a referral, patients were not prescribed any potentially harmful medications, was seen in 275 of 936 (29%; 95% CI: 27-32%) of interactions overall, with 194 of 500 (39%; 95% CI: 35-43%) of interactions at baseline and 81 of 436 (19%; 95% CI: 15-22%) in round 2. No private pharmacy dispensed anti-TB medications without a prescription. On average, the difference in correct case management between case 1 vs. case 2 dropped by 20 percent points from baseline to the second round of data collection. Similarly, ideal case management decreased by 26 percentage points between rounds. This is in contrast with the dispensation of medicines, which had the opposite effect between rounds; the difference in dispensation of quinolones between case 1 and case 2 increased by 14 percentage points, as did corticosteroids by 9 percentage points, antibiotics by 25 percentage points and medicines generally by 30 percentage points. Our standardised patient study provides valuable insights into how private pharmacies in an Indian city changed their management of patients with TB symptoms or with confirmed TB over a 5-year period. We saw that overall, private pharmacy performance has weakened over time. However, no OTC dispensation of anti-TB medications occurred in either survey round. As the first point of contact for many care seekers, continued and sustained efforts to engage with Indian private pharmacies should be prioritized.

PurposeIn addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business.Design/methodology/approachExamples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources.FindingsValuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours.Practical implicationsExternal strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition.Originality/valueThis paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.

BackgroundThe use of the biopsychosocial model of health and case management for effective vocational rehabilitation (VR) has been confirmed for many health conditions. While Case and Condition Managers (CCMPs) use this approach in their everyday work, little is known about their views on training needs. A review of the training curriculum for General Practitioners’ (GPs) revealed little training in VR and the biopsychosocial model of care. This study aims to identify Case and Condition Managers and GPs perceptions of their training needs in relation to employability and VR.Methods80 Case and Condition Managers and 304 GPs working in NHS Lanarkshire, providing a comparison group, were invited to participate in this study. A self-completion questionnaire was developed and circulated for online completion with a second round of hardcopy questionnaires distributed.ResultsIn total 45 responses were obtained from CCMPs, 5 from occupational health nurses (62% response rate) and 60 from GPs (20% response rate). CCMPs and the nursing group expressed a need for training but to a lesser extent than GP’s. The GP responses demonstrated a need for high levels of training in case/condition management, the biopsychosocial model, legal and ethical issues associated with employment and VR, and management training.ConclusionsThis survey confirms a need for further training of CCMPs and that respondent GPs in one health board are not fully equipped to deal with patients employability and vocational needs. GPs also reported a lack of understanding about the role of Case and Condition managers. Training for these professional groups and others involved in multidisciplinary VR could improve competencies and mutual understanding among those advising patients on return-to-work.

Introduction Wars are a part of the Israelis' population daily experience along the years. The immediate victims of such events, the general population, as well as the work immigrants, are at high risk of suffering distress, acute stress disorder etc. as a reaction to the traumatic events. Objective There would be a relationship between internal resources, social support, and reduction of the participants' PTS and death anxiety levels. The tendency to use problem-focused coping strategies would reduce the participants' PTS, and the death anxiety levels. Aims To examine the relationship between internal resources, social support, coping strategies and the PTS and death anxiety of Philippine immigrants in comparison to those of local workers taking care for the elderly after the Gaza War. Methods A self-reported questioner of 147 immigrants' workers and 126 Israeli' local workers was collected. The study participants agreed to undergo assessments of their PTS and death anxiety levels after the Gaza war as well as internal resources and social support. Results The study SEM design indicated that the Philippine work immigrants had experienced higher levels of PTS and death anxiety than the local workers did. Internal resources and social support were found to be associated with lower levels of PTS and higher levels of death anxiety within the entire sample. Conclusion The study emphasizes the importance of internal and external resources and coping strategies in the reduction of PTS severity while broadening an understanding of the death anxiety in the context of wars and military events.

Recent studies about clusters claim that firm-specific characteristics should be considered as central to the explanation of innovation This article contributes to this literature and explores the role of combinations of internal and relational resources to the explanation of innovation in clusters The results from 48 small and medium size enterprises (SMEs) located in one of the leading European ceramic tile clusters stress that a firm's strategy—understood as a combination of both internal and relational resources—is important, influences innovation and partially shapes the dynamics of clusters. The results highlight the role of a firm's internal resources as crucially important in the access to external knowledge, i.e. to absorption capacity. As such, the external resources in clusters are exploited and combined in different ways according to a firm's internal resources. In addition, evidence is presented of a synergistic effect from the interaction between a firm's internal and relational resources. These results support the idea that absorptive capacity is crucial to the effective exploitation of external know-how and to obtaining benefit from complementarities between internal and external resources. Neither distance nor embeddedness is sufficient to explain innovation in environments in which firms maintain frequent and multiple relationships.

Cigna's oncology case management programs identified the opportunity for case managers to integrate distress screening as recommended by the National Comprehensive Cancer Network (NCCN) in oncology populations. Our purpose in conducting this study was to quantify oncology case management program improvements as a result of using the NCCN Distress Screening Tool to guide telephonic case management. The program improvements we measured comprised more efficient identification of biopsychosocial problems and appropriate resource referrals. Case managers in a large commercial health plan piloted integration of distress screening into telephonic case management among U.S. oncology customers experiencing a new diagnosis or care transition from September 2016 to April 2017. A retrospective, matched case-control study was conducted among Cigna customers eligible for oncology case management. The pilot group of 317 received distress screening early in the oncology case management assessment. Outcomes included distress severity ranging from 0 to 10 (where 0 = no distress, 1-3 = mild, 4-7 = moderate, and 8-10 = severe), identification and number of biopsychosocial health problems, and percentage of direct resource referrals by case managers to supportive services. More than half (54%) of the screened customers reported mild or greater distress, and there was a strong correlation between degree of distress and average numbers of biopsychosocial health problems or direct resource referrals. Screened customers were 16% more likely to be referred to internal and external resources than customers not screened with the tool (66% vs. 50%, χp < .001). This study advances evidence-based oncology case management practice during care transitions by providing quantitative evidence for the utility of integrating the NCCN Distress Screening Tool into telephonic oncology case management. Using the tool (thermometer and problem list) to guide telephonic oncology case management and care coordination facilitated more tailored referrals to individuals with cancer enrolled in a large commercial health plan. On the basis of our findings, we integrated distress screening to address unmet biopsychosocial needs in patients with cancer.

PurposeChinese firms were operating within a closed economic environment before the “opening up” in the late 1970s, but it has only been in the late 1990s that China has recognized the importance of innovation. The Chinese government has attempted to rectify this liability by providing funding to assist Chinese firms in developing innovation capability by increasing R&amp;D collaborations and employing external experts. The purpose of this paper is to study the innovation of Chinese firms by examining how internal and external resources interactively impact the innovation capability.Design/methodology/approachPanel data collected from Chinese manufacturers are used to test the hypothesized relationships.FindingsThe results have shown that the interplay between internal and external resources exhibits differential patterns of impact on innovation capability. The authors discover different moderating patterns of the two types of external resources: visiting experts are helpful in enhancing the effects of internal human resources, while R&amp;D collaborations are useful in exploiting internal financial and physical resources, even when the main effect of financial resources on innovation capability is not significant.Originality/valueThe study contributes to the literature by providing empirical evidences on the roles of absorbed external resources and knowledge to catalyze internal resources in building up innovation capability in an emerging economy.

PurposeThe purpose of this paper is to consider whether consumers can recover from a service failure by utilizing internal and external energy resources that are available to them at the time of an online complaint. Based on the Conservation of Resources (COR) theory, this research conceptualizes the complainers' act of complaining through internal and external energy resources. By investing (direct utilization of resources) and mobilizing (utilizing resources to change the trajectory of a loss) these resources, this study aims to understand which resources (internal or external) and what strategies (investment or mobilization) are effective in the face of a resource loss.Design//methodology/approachStudy 1 aimed to test the impact of energy resources (motivation and affordance) on consumers' negative emotions and satisfaction with their complaints through an online panel survey. Study 2 was a between-subjects design experiment aimed to overcome the diversity of the circumstances around a service failure, complaint motivation and complaints that were captured in Study 1.FindingsThis study provides evidence of the negative and positive effects of internal and external energy resources, respectively, in altering the consumer's emotions and behavioral intentions. The findings of this study underline the role of affordances of features, specifically perceived conversationality of digital features, in improving consumers' relationship with the defaulting firm.Practical implicationsBased on the findings related to the perceived conversationality of digital features, managers are urged to explore the affordances of online features that consumers use for communications, in general, or for complaints, in particular.Originality/valueTo our understanding, this paper is the first study to employ COR theory as a conceptual background, and in turn, the first to conceptualize complaint motivations and online complaint features as internal and external resources, respectively. As such, this study is the first of its kind to examine complaint media systematically.

Products succeed if they meet customer needs and expectations. However, the capability of a corporation or organization to achieve the success of its products is determined by many variables, including being able to exploit its internal and external resources. This study is aimed to test variables that generate impacts on successful products. With the aid of research tool Vosviewer, a bibliometric network is mapped based on Scopus data of previous publications. Then an in-depth analysis is conducted on variables that are identified with a systematic review technique, in which corporational internal and external factors that have great significance on the success of products are grouped. By virtue of this research, a conceptual model is built to describe how corporational internal and external resources affect product success. It is found driving forces in promoting success of products are four internal resources like product characteristics, organization &amp; management characteristics, innovative, and knowledge sharing, and one external resource market characteristics. The conceptual model built in this study would serve as a model for measuring the success of product development in the subsequent studies.