Harv Bus Rev Research Articles

A step change model analysis of the establishment of pill testing in one Australian jurisdiction

This paper applies the theory of change model (Kotter in Harv Bus Rev 2:59–67, 1995; Moore et al. in Viet Nam J Public Health 1(1):66–75, 2013) to describe the pathway that lead to Australia’s first pill testing/drug checking services in Canberra, in the Australian Capital Territory. The paper takes each step of the model and illustrates the key activities that largely occurred over an approximately 24 month period resulting in the service being operational on 29 April 2018. The paper demonstrates that leadership, advocacy and activism are key components, alongside evidence, to bringing about public policy change. It provides a unique insight to the extensive efforts undertaken to achieving the first legally sanctioned pill testing at festivals in Australia and provides a positive case study for those seeking to introduce contested harm reduction services in the drug and alcohol field.

Cleaning the Medical Misinformation Mess

Cleaning the Medical Misinformation Mess

Business Model Involvement, Adaptive Capacity, and the Triple Bottom Line at the Base of the Pyramid

Almost two decades ago, Prahalad and Hammond [Harv Bus Rev, 80(9):48–59, 2002] introduced the base/bottom of the pyramid (BOP) approach to profitably serving the poor with business models adapted from developed markets while alleviating poverty. In response to disappointing results and ethical criticism, the BOP approach evolved from a just-for-profit approach with a passive role of the poor to an inclusive development approach that integrates the principles of the triple bottom line. A recent review of the BOP literature [Dembek et al., J Bus Ethics 165(3):365–382, 2020], however, reveals a lack of empirical evidence to support the sustainable BOP approach. In this paper, we specify the assumptions underlying the sustainable BOP approach and test them using structural equation modeling with clustered robust standard errors on a unique dataset of 212 firms. Our findings show that BOP business model involvement and adaptive capacity are significant drivers of the triple bottom line at the BOP; however, business model adaptive capacity does not guarantee an ecologically sustainable performance at the BOP. We find that there is a need for further extension of the ethical foundations of the sustainable BOP approach.

Social Enterprise Innovation: A Quantitative Analysis of Global Patterns

Social enterprise and innovation are inextricably linked in the literature (Chell et al. in Entrepr Reg Dev 22(6):485–493, 2010; Dees in Harv Bus Rev 76:54, 1998; Light in Stanf Soc Innov Rev 4(3):47–51, 2006). To date, research on social enterprise innovation has predominantly focused on micro-level factors, such as the social entrepreneur or organizational attributes. Inversely, recent empirical advances on social enterprise find a country’s social enterprise sector is influenced by macro-institutional factors, including form of government, stage of economic development, culture and model of civil society (Monroe-White and Coskun, in: Shaping social enterprise: understanding institutional context and influence, Emerald Publishing Limited, London, pp 27–48, 2017). Given the link between social enterprise and innovation, recent empirical findings around social enterprise beg the question, do macro-institutional factors similarly predict innovation by social enterprises? This paper uses a hierarchical linear model to examine the influence of national-level variables on social enterprise innovation. Results indicate that similar to social enterprise, macro-institutional factors predict social enterprise innovation. More specifically, macro-institutional factors influence the various types of innovations (product, process and marketing) differently. Moreover, country-level innovation is traditionally defined by economic factors, such as R&D funding and STEM workforce, however, these factors do not help explain social enterprise innovation. Given the social aspects of social enterprise innovation, to capture the full scope of innovation within countries, expanded definitions of national-level innovation should be considered.

Development of Strategic Value Chain Framework for Indian Car Manufacturing Industry

A comprehensive strategy of an automobile-manufacturing company describes the methodology to create value for its shareholders, i.e., customers, suppliers, employees and society at large. A strategic value chain framework has been developed for the Indian car manufacturing industry. The concept of balanced scorecard, Kaplan and Norton (Harv Bus Rev 70(1):71–79, 1992), and strategy maps, Kaplan and Norton (Strategy maps—converting intangible assets into tangible outcomes. Harvard Business School Publishing Corp., Boston, 2004), has been used in the present research. The detailed design of the strategic value chain framework has been provided by making use of decomposition approach, Carrus and Cochran (in: 2nd international conference on engineering design and automation, Maui, HI, August 9–12, 1998). The decomposition approach is based on axiomatic design principles, Suh (The principles of design. Oxford University Press, New York, 1990). The detailed design of strategic value chain framework can be used for implementing the comprehensive strategy by the car manufacturing industry. The framework can be used for formulating and implementing a comprehensive strategy depending on the short-term/long-term financial perspectives of the car manufacturing company. The application of the research work has been illustrated with the help of an industrial case study.

The investment performance, attributes, and investment behavior of ethical equity mutual funds in the US: an empirical investigation

This paper examines the investment performance of US ethical equity mutual funds relative to the market and their traditional counterparts using a survivorship-bias-free database. We detect selectivity and market timing performance of fund managers using two models. First, we use Treynor and Mazuy’s (Harv Bus Rev 44:131–136, 1966) model to determine these performances from a quadratic regression of fund returns on market returns. Second, we use a comprehensive and integrated model derived by Bhattacharya and Pfleiderer (A note on performance evaluation. Technical Report 714, Stanford, California, Stanford University, Graduate School of Business, 1983) and Lee and Rahman (J Bus 63:261–278, 1990) to simultaneously capture stock selection and market timing skill of fund managers. This model extracts timing skill from the relationship between managers’ forecast and realized market return. In addition, the R2 approach developed by Amihud and Goyenko (Rev Financ Stud 26:667–694, 2013) for evaluating selectivity is also used in this paper. Our empirical results indicate that ethical funds perform no worse than their traditional counterparts, although ethical and traditional funds do not outperform the market. We find some evidence of superior security selection and/or market timing skill among a very small number of ethical and traditional funds. It appears that matching traditional funds have slightly more abnormal (superior as well as inferior) performance than ethical funds in our sample.

Information and communication technologies, strategy and supply chain management in manufacturing SMEs of Aguascalientes, México

Proper supply chain management (SCM) has proven essential for the competitiveness of organizations, since it ensures the effectiveness of supplies, and the proper coordination with suppliers, intermediaries and market needs. The use of information and communication technology (ICT) in the SCM has proven to have a positive impact in companies that have implemented it, particularly in relation to procurement, since this enhances collaboration, improving the quality of information shared between suppliers and buyers (Lee and Whang, Sloan Manag Rev 38:93–102, 1997). This paper aims to analyze the relationship between ICT, strategies and SCM. In order to do this, a survey was conducted among managers in 288 manufacturing SMEs in Aguascalientes. Data was analyzed using structural equation, EQ software support, as well as through linear regression models with SPSS software support. The importance of this work is that in the analyzed region (Aguascalientes) there have been few studies about the manufacturing industry, especially in aspects related to factors that influence productivity and hence competitiveness. The study of the SCM and the strategies followed by this industry explains the economic growth of the region in recent years, its improvement in infrastructure, and a substantial increase in jobs; and, above all, it accounts for almost all exports. This study is therefore essential, particularly for SMEs which, in spite of being the most dynamic subsector in the industry, are still having the most challenging problems in terms of how they are organized, how they link with other sectors and in terms of general efficiency. The results show that, indeed, the strategies and ICT have an impact on the performance of the SCM. The use of ICT facilitates the handling of information resources (materials) and the avoidance of delays, which results not only in cost reductions but also in an increase in client compliance (Porter and Millar, Harv Bus Rev 63:149–160, 1985; Benjamin et al. Sloan Manag Rev 25:3–10, 1984); and thus it fosters the overall competitiveness of the organization.

How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models

At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch fur Visionare, Spielveranderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results.

Corporate Social Responsibility in International Business: Illustrations from Korean and Japanese Electronics MNEs in Indonesia

Employing Porter and Kramer’s corporate social responsibility (CSR) framework (Harv Bus Rev 84:78–92, 2006), we explored the strategic CSR programs of two Korean and two Japanese electronics multinational enterprises (MNEs) in Indonesia. We observed that the sample MNEs engage in strategic CSR either through investment in competitive context or the transformation of value chain activities. In addition, these firms strongly favor strategic CSR over responsive CSR, not just because of the economic benefits offered by the former, but also its advantages in managing the programs and communicating with stakeholders. Furthermore, they have developed varied organizational methods and tend to manage their key CSR programs centrally to effectively link them to the competitive strategy. Lastly, the results of our analysis suggest that Korean MNEs have customized their strategic CSR programs for emerging countries more actively than Japanese MNEs. In sum, our analysis elucidates several important features of strategic CSR employed by the MNEs in emerging countries.

Literature Review of Shared Value: A Theoretical Concept or a Management Buzzword?

Porter and Kramer (Harv Bus Rev 84(12):78–92, 2006; Harv Bus Rev 89(1/2), 62–77, 2011) introduced ‘shared value’ as a ‘new conception of capitalism,’ claiming it is a powerful driver of economic growth and reconciliation between business and society. The idea has generated strong interest in business and academia; however, its theoretical precepts have not been rigorously assessed. In this paper, we provide a systematic and thorough analysis of shared value, focusing on its ontological and epistemological properties. Our review highlights that ‘shared value’ has spread into the language of multiple disciplines, but that its current conceptualization is vague, and it presents important discrepancies in the way it is defined and operationalized, such that it is more of a buzzword than a substantive concept. It also overlaps with many other (related) concepts and lacks empirical grounding. We offer recommendations for defining and measuring the concept, take a step toward disentangling it from related concepts, and identify relevant theories and research methods that would facilitate extending the knowledge frontier on shared value.

Teaching Ethics to Undergraduate Business Students in Australia: Comparison of Integrated and Stand-alone Approaches

There are questions about how ethics is best taught to undergraduate business students. There has been a proliferation in the number of stand-alone ethics courses for undergraduate students but research on the effectiveness of integrated versus stand-alone mode of delivery is inconclusive. Christensen et al. (J Bus Ethics 73(4):347–368, 2007), in a comprehensive review of ethics, corporate social responsibility and sustainability education, investigated how ethics education has changed over the last 20 years, including the issue of integration of these topics into the core course offerings. We use Brenner and Molander’s (Harv Bus Rev 55(1):57–71, 1977) situational ethics survey instrument to examine the effect of the mode of delivery of business ethics education on undergraduate student responses. We found a significant difference on mode of delivery. Studies have also found interesting results in respect of the effect of cultural differences and gender on the effectiveness of business ethics instruction. While not the primary focus of this study, we also looked at the influence of gender and culture on students’ responses. Our results indicate significant differences in respect of mode of delivery and culture. In contrast to other studies, we found that gender was not significant. We did test for any interactive effects of gender, culture and mode of delivery. However, no significant differences were found.

Public to private transactions, private equity and financial health in the UK: an empirical analysis of the impact of going private

Using a hand collected data set of 138 buy-outs, this paper presents the first analysis of the impact effects of public to private transactions (PTPs) in the UK during a period (1998–2004) in which PTPs became a significant part of the market for corporate control. We find that for all PTPs there is a significant improvement in financial health in the post deal years relative to the year before going private. We also find that there is a significant improvement in the financial health of PTPs relative to firms remaining public. The analysis of the individual elements of the z-score shows that there are significant improvements in working capital and liquidity post deal. Profitability, however, shows significant declines in a number of the post deal years. We also find that both private equity (PE) and non PE-backed deals produce improvements in financial health but that there is no difference between the two types of deal. These outcomes provide some support for the Jensen (Am Econ Rev 76:323–329, 1986, Harv Bus Rev 67:61–74, 1989) arguments that going private creates an organizational structure that reduces agency costs. However, they do suggest that the claims that the financial and governance mechanisms imposed by PE providers will produce better outcomes are strictly limited in the second wave of PTPs.

Winners or losers?

International Journal of Therapy and RehabilitationVol. 19, No. 12 OpinionWinners or losers?Massimiliano PolastriMassimiliano PolastriSearch for more papers by this authorMassimiliano PolastriPublished Online:29 Sep 2013https://doi.org/10.12968/ijtr.2012.19.12.661AboutSectionsView articleView Full TextPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsPermissions ShareShare onFacebookTwitterLinked InEmail View article References Manigrasso V, Polastri M (2012) The European economic crisis and public rehabilitation services: outsource or improve? IJTR 19(8): 429–30 Google ScholarJohnston D, Lee WS (2012) Extra status and extra stress: are promotions good for us? http://ftp.iza.org/dp6675.pdf (accessed 14 November 2012) Google ScholarSorcher M, Brant J (2002) Are you picking the right leaders? Harv Bus Rev 80(2): 75–85 Google ScholarTownsend E, Sheffield SL, Standnyk R, Beagan B (2006) Effects of workplace policy on continuing professional development: the case of occupational therapy in Nova Scotia, Canada. Can J Occup Ther 73(2): 98–108 Crossref, Google ScholarTran D, McGillis H, Davis A, Landry MD, Burnett D, Berg K et al. (2008) Identification of recruitment and retention strategies for rehabilitation professionals in Ontario, Canada: results from expert panels. BMC Health Serv Res 8: 249 Crossref, Google Scholar FiguresReferencesRelatedDetails 1 December 2012Volume 19Issue 12ISSN (online): 1759-779X Metrics History Published online 29 September 2013 Published in print 1 December 2012 Information© MA Healthcare LimitedPDF download

Using the balanced scorecard on supply chain integration performance—a case study of service businesses

Supply chains are indispensable to corporations that seek to serve suppliers and customers better, to boost organization performance, to strengthen competitiveness, and to achieve continuous success. Currently, corporations place great emphasis on both supply chains and on balanced scorecards (BSCs) to develop effective measures to evaluate firm performance. This study discusses the integration of supply chain and performance based on the BSC measures developed by Kaplan and Norton (Harv Bus Rev 71(5):134–147, 1993; Harv Bus Rev 74(1):75–85, 1996) and Brewer and Speh (J Bus Logist 21(1): 79–93, 2000). The research applies case studies and a conceptual framework, modifying propositions accordingly. The main objectives of this study are to discuss the construction and implementation of supply chains, to determine how to handle supply chain barriers and to evaluate supply chain integration performance using the idea of a BSC. Companies at different levels in the supply chain are better served by assigning different levels of importance to different types of integration. Case studies show that supply chain integration involves supplier, internal, and customer barriers. The results of these studies have suggested that integrated supply chains can be dominated by one controlling member, which can be located either upstream or downstream in the chain. A new finding in this study is that varying degrees of supply chain integration are obtained due to corporations’ different positions in an industry. The study provides some insights for firms in the process of implementing a supply chain management system.

Shared Value and the Impartial Spectator Test

Growing inequality and its implications for democratic polity suggest that corporate social responsibility (CSR) has not proved itself in twenty-first century business, largely as it lacks clear criteria of demarcation for businesses to follow. Today the problem is viewed by many commentators as an ethical challenge to business itself. In response to this challenge, we begin by examining Porter and Kramer’s (Harv Bus Rev 89(January–February):64–77, 2011) call for a shift from a social responsibility to a shared value framework and the need to respond to the problem of the ‘separation thesis’ between business and ethics (Wicks, Bus Soc 35(1):89–118, 1996; Harris and Freeman, Bus Ethics Q 18(4):541–548, 2008). We identify the eighteenth century economist and philosopher Adam Smith in his book The Theory of Moral Sentiments as a source for an ethical approach to business. Building on his central concept of ‘sympathy’, we introduce the idea of the Impartial Spectator Test, which we argue builds on traditional stakeholder perspectives and which provides an objective route to ethical criteria of demarcation. We conclude by assessing how this approach adds to the existing debate around social responsibility and shared value.

Interdisciplinary Teams and the Road to Discovery

HomeRadiologyVol. 254, No. 1 PreviousNext REVIEWS AND COMMENTARYPERSPECTIVESInterdisciplinary Teams and the Road to DiscoveryJonathan S. Lewin Jonathan S. Lewin Author Affiliations1From the Russell H. Morgan Department of Radiology and Radiological Science, Johns Hopkins University School of Medicine, 601 N Caroline St, Suite 4210, Baltimore, MD 21287.Address correspondence to the author (e-mail: [email protected]).Jonathan S. Lewin Published Online:Dec 14 2009https://doi.org/10.1148/radiol.09091395MoreSectionsFull textPDF ToolsImage ViewerAdd to favoritesCiteTrack CitationsPermissionsReprints ShareShare onFacebookTwitterLinked In AbstractThe development and efforts of interdisciplinary research teams hold great promise for the future of our field, and with some forethought and insight, these teams may represent the most powerful pathway toward the next generation of advances in imaging and imaging-guided intervention.© RSNA, 2010References1 Surowiecki J. The wisdom of crowds. New York, NY: Random House Publishers, 2004. Google Scholar2 National Institutes of Health. NIH roadmap: Interdisciplinary Research Centers Workshop, Bethesda, Md, February 9–10, 2006. Google Scholar3 National Institutes of Health. NIH roadmap for medical research: research teams of the future—NIH backgrounder. Bethesda, Md: National Institutes of Health, 2005; 9. Google Scholar4 Bennis W, Biederman PW. Organizing genius: the secrets of creative collaboration. Cambridge, Mass: Perseus, 1997. Google Scholar5 Collins JC, Porras JI. Building your company’s vision. Harv Bus Rev 1996;65–77. Google Scholar6 Collins JC, Porras JI. Built to last: successful habits of visionary companies. New York, NY: Harper Collins, 1994. Google Scholar7 Halushka PV, Krug EL. Is the training of biomedical scientists at a crossroads?. Acad Med 2009;84(4):421–423. Crossref, Medline, Google Scholar8 Straus SE, Chatur F, Taylor M. Issues in the mentor-mentee relationship in academic medicine: a qualitative study. Acad Med 2009;84(1):135–139. Crossref, Medline, Google Scholar9 Lee JM, Anzai Y, Langlotz CP. Mentoring the mentors: aligning mentor and mentee expectations. Acad Radiol 2006;13(5):556–561. Crossref, Medline, Google Scholar10 Berk RA, Berg J, Mortimer R, Walton-Moss B, Yeo TP. Measuring the effectiveness of faculty mentoring relationships. Acad Med 2005;80(1):66–71. Crossref, Medline, Google Scholar11 Zerzan JT, Hess R, Schur E, Phillips RS, Rigotti N. Making the most of mentors: a guide for mentees. Acad Med 2009;84(1):140–144. Crossref, Medline, Google ScholarArticle HistoryReceived July 29, 2009; Revision requested July 30; revision received August 23; final version accepted August 24.Published online: Dec 14 2009Published in print: Jan 2010 FiguresReferencesRelatedDetailsCited ByContinuing to Thrive in Academic Radiology Despite Decreasing ReimbursementSunilJeph, KathleenGundry, JonathonMaffie, Jonathan G.Martin, Gloria J. GuzmanPerez-Carrillo, Bradley M.Spieler, Prabhakar ShanthaRajiah2023 | Current Problems in Diagnostic Radiology, Vol. 52, No. 1Team Science: A Practical Approach to Starting Collaborative ProjectsMiral MPatel, Tanya WMoseley, Emily SNia, FrancesPerez, Megha MKapoor, Gary JWhitman2021 | Journal of Breast Imaging, Vol. 3, No. 6Human and social capital determinants of translational activity in medical sciencesKyungWooKim, Eric W.Welch, TimothyJohnson2017 | Science and Public PolicyEffectiveness of quality improvement interventions for patient safety in radiologyShafiqur RahmanJabin, TimSchultz, PeterHibbert, CatherineMandel, WilliamRunciman2016 | JBI Database of Systematic Reviews and Implementation Reports, Vol. 14, No. 9Cultures of Interdisciplinary Teams: How to Foster Good DynamicsJeanieYoungwerth, MarthaTwaddle2011 | Journal of Palliative Medicine, Vol. 14, No. 5Recommended Articles Creating Value through Incremental Innovation: Managing Culture, Structure, and ProcessRadiology2018Volume: 288Issue: 2pp. 330-340Optimizing Performance by Preventing Disruptive Behavior in RadiologyRadioGraphics2018Volume: 38Issue: 6pp. 1639-1650Increasing Median Time between Interruptions in a Busy Reading RoomRadioGraphics2021Volume: 41Issue: 2pp. E47-E56The Road to Wellness: Engagement Strategies to Help Radiologists Achieve Joy at WorkRadioGraphics2018Volume: 38Issue: 6pp. 1651-1664External Factors That Influence the Practice of Radiology: Proceedings of the International Society for Strategic Studies in Radiology MeetingRadiology2017Volume: 283Issue: 3pp. 845-853See More RSNA Education Exhibits Quantitative Imaging with CT: A Comprehensive ReviewDigital Posters2019Optimizing the Mentor-Mentee Relationship: A Guide for MenteesDigital Posters2019Utilization of Imaging in Clinical Trials Under Current FDA GuidelinesDigital Posters2020 RSNA Case Collection Subclavian Stenosis with Pre-StealRSNA Case Collection2021Ingested Button Battery RSNA Case Collection2021Right Middle Lobe Congenital Lobar Overinflation (CLO)RSNA Case Collection2020 Vol. 254, No. 1 Metrics Altmetric Score PDF download

The case for open‐access chemical biology

Policy‐makers and scientists are increasingly worried about the declining productivity of the pharmaceutical industry. Despite growing levels of investment from governments and industry, the number of new medicines that are approved each year has declined slowly during the past three decades (Betz, 2005; Booth & Zemmel, 2004; Cuatrecasas, 2006). The increased costs of drug discovery and development can no longer be supported by healthcare systems, and regulators are implementing control mechanisms such as price control schemes and increased regulatory demands, which could ultimately affect the drug discovery process by altering the financial and regulatory landscapes for new research programmes (Ess et al , 2003; Miller & Henderson, 2007). > The increased costs of drug discovery and development can no longer be supported by healthcare systems… Over the years, the industry has relied on various technologies to improve drug discovery. However, despite the use of structure‐based drug design, high‐throughput screening, combinatorial chemistry and the various ‘‐omics’ technologies, productivity continues to decline. The various explanations for this lack of success include increasing regulatory requirements, the depletion of therapeutic opportunities and ‘druggable’ targets, competition and organizational inefficiencies (Booth & Zemmel, 2004; Cuatrecasas, 2006; Dickson & Gagnon, 2004; Garnier, 2008). Although each of these explanations rings true, at the heart of the problem is a lack of proper scientific understanding of human biology and disease mechanisms. This is ultimately manifested in the high fraction of clinical programmes that fail owing to a lack of efficacy or safety, often in spite of excellent pre‐clinical data (Fingleton, 2008; Kola & Landis, 2004). Without a doubt, improved drug‐target validation would improve the success rate of drug discovery programmes, but this necessitates a better understanding of fundamental biological processes and the biological role of the drug target—usually a protein—under investigation. Paradoxically, …

Reliability and Validity of the Japanese Version of the Stanford Presenteeism Scale in Female Employees at 2 Japanese Enterprises

Journal of Occupational HealthVolume 50, Issue 1 p. 66-69 Short CommunicationFree Access Reliability and Validity of the Japanese Version of the Stanford Presenteeism Scale in Female Employees at 2 Japanese Enterprises Miku Yamashita, Corresponding Author Miku Yamashita [email protected] Osaka University Graduate School of Medicine, Division of Health Sciences, JapanCorrespondence to: M. Yamashita, Osaka University Graduate School of Medicine, Division of Health Sciences, 1–7 Yamadaoka, Suita, Osaka 565–0871, Japan (e-mail: [email protected])Search for more papers by this authorMikako Arakida, Mikako Arakida Osaka University Graduate School of Medicine, Division of Health Sciences, JapanSearch for more papers by this author Miku Yamashita, Corresponding Author Miku Yamashita [email protected] Osaka University Graduate School of Medicine, Division of Health Sciences, JapanCorrespondence to: M. Yamashita, Osaka University Graduate School of Medicine, Division of Health Sciences, 1–7 Yamadaoka, Suita, Osaka 565–0871, Japan (e-mail: [email protected])Search for more papers by this authorMikako Arakida, Mikako Arakida Osaka University Graduate School of Medicine, Division of Health Sciences, JapanSearch for more papers by this author First published: 16 February 2008 https://doi.org/10.1539/joh.50.66Citations: 14AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL References 1Goetzel RZ, Long SR, Ozminkowski RJ, Hawkins K, Wang S and Lynch W: Health, absence, disability, and presenteeism cost estimates of certain physical and mental health conditions affecting U.S. employers. J Occup Environ Med 46, 398– 412 (2004) 2Hemp P: Presenteeism: at work—but out of it. Harv Bus Rev 82, 49– 58, 155 (2004) 3Yamashita M and Arakida M: Concept analysis of presenteeism and its possible applications in Japanese occupational health. San Ei Shi 48, 201– 213 (2006) (in Japanese) 4Turpin RS, Ozminkowski RJ, Sharda CE, Collins JJ, Berger ML, Billotti GM, Baase CM, Olson MJ and Nicholson S: Reliability and validity of the Stanford Presenteeism Scale. J Occup Environ Med 46, 1123– 1133 (2004) 5Koopman C, Pelletier KR, Murray JF, Sharda CE, Berger ML, Turpin RS, Hackleman P, Gibson P, Holmes DM and Bendel T: Stanford presenteeism scale: health status and employee productivity. J Occup Environ Med 44, 14– 20 (2002) 6Fukuhara S, Ware JE Jr., Kosinski M, Wada S and Gandek B: Psychometric and clinical tests of validity of the Japanese SF-36 Health Survey. J Clin Epidemiol 51, 1045– 1053 (1998) 7Fukuhara S, Bito S, Green J, Hsiao A and Kurokawa K: Translation, adaptation, and validation of the SF-36 Health Survey for use in Japan. J Clin Epidemiol 51, 1037– 1044 (1998) 8Kawakami N, Kobayashi F, Araki S, Haratani T and Furui H: Assessment of job stress dimensions based on the job demands- control model of employees of telecommunication and electric power companies in Japan: reliability and validity of the Japanese version of the Job Content Questionnaire. Int J Behav Med 2, 358– 375 (1995) 9Seto M, Morimoto K and Maruyama S: Work and family life of childrearing woman in Japan: comparison of non-regular employees with short working hours, non-regular employees with working hours and regular employees. J Occup Health 48, 183– 191 (2006) 10Witt LA and Carlson D: The work-family interface and job performance: moderating effects of conscientiousness and perceived organizational support. J Occup Health Psychol 11, 343– 357 (2006) Citing Literature Volume50, Issue1January 2008Pages 66-69 ReferencesRelatedInformation

Incorporating green purchasing into the frame of ISO 14000

More and more firms have begun to voluntarily adopt ISO 14001 as a tool for continuous improvements to meet the goals of sustainability. At the same time, these firms have also encouraged their suppliers to apply for the certification of ISO 14001 and to regulate the certification as a minimum requirement in selecting suppliers (Ind Mark Manage 4 (1997) 363; J Qual Manage 4 (1999) 111; Renew energy 23 (2001) 579). By contrast, green purchasing is increasingly being used as an effective tool to mitigate the environmental impacts of consumption and to promote the development of clean production technology (Am Prospect 11 (1992) 71). It mainly focuses on product design and process improvement (Acad Manage Rev 20 (1995) 18; Harv Bus Rev 75 (1997) 67), eventually bringing about a competitive advantage in international markets (Harv Bus Rev 75 (1997) 67; Harv Bus Rev 73 (1995) 120). This paper highlights the role of ISO 14000 and green purchasing in achieving sustainable development when firms focus their concerns on improving both financial and environmental performance, and asserts the importance of the incorporation of green purchasing into the frame of ISO 14000. We propose that (1) environmental purchasing is an effective tool in controlling pollution externalities and provides a positive effect on the implementation of ISO 14001 environmental management and (2) with the incorporation of green purchasing into the framework of ISO 14000, it can encourage firms to implement pollution prevention from the source and to educate the public to engage themselves in green consumption, which leads to the attainments of both environmental and financial performance. In this paper we also present a framework of guidelines for green purchasing and the related implementing procedures.

Resource constraints and information systems implementation in Singaporean small businesses

While the information systems (IS) literature has identified potential factors of IS implementation success, none has investigated the relative importance of these factors in the context of small businesses. Small businesses have very different characteristics from large businesses; notably, small businesses suffer from resource poverty. Without knowing the relative importance of key factors, small businesses may be expending their limited resources and energy on less important factors which have limited contribution to IS implementation success. This paper develops a resource-based model of IS implementation for small businesses based on Welsh and White's (Harv Bus Rev 59(4) (1981) 18–32) framework of resource constraints in small businesses and Attewell's (Organ Sci 3(1) (1992) 1–19) knowledge barrier theory. The model is then tested on a sample of 114 small businesses. The results show that small businesses with successful IS tend to have highly effective external experts, adequate IS investment, high users’ IS knowledge, high user involvement, and high CEO support. External expertise is the predominant key factor of IS implementation success in small businesses.