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sj-pdf-1-jtr-10.1177_00472875211044221 – Supplemental material for Bad Intentions: Customers’ Negative Reactions to Intentional Failures and Mitigating Conditions

Supplemental material, sj-pdf-1-jtr-10.1177_00472875211044221 for Bad Intentions: Customers’ Negative Reactions to Intentional Failures and Mitigating Conditions by Amin Nazifi, Holger Roschk, Francisco Villarroel Ordenes and Ben Marder in Journal of Travel Researc

Exploring determinants of firms’ collaboration with specific universities: employee-driven relations and geographical proximity

Exploring determinants of firms’ collaboration with specific universities: employee-driven relations and geographical proximity. Regional Studies. This analysis of the determinants of firms’ collaboration on innovation with specific universities assesses both the separate and the overlapping importance of geographical proximity and employee-driven relations for collaboration. It is argued that social, cognitive and functional dimensions of employee-driven relations can help firms to overcome geographical distance. Based on a sample of 2301 innovative firms in Denmark, the study demonstrates that employee-driven relations (measured by employees’ and top managers’ place of education and scientific discipline) strongly influence the likelihood that firms will collaborate with specific universities. The study confirms the existence of separate and overlapping effects of employee-driven relations and geographical proximity

Mapping Activities and Skills of the Industrial Symbiosis Facilitator Role: A Systematic Literature Review

While research on emergence and facilitation of Industrial Symbiosis is plenty, a holistic description of facilitator actions, let alone skills, is missing. Therefore, a systematic literature review (Snyder, 2019) was conducted, taking departure in a Web of Science search with the search string (“orchestrat*” or “facilitat*”) and “industrial symbiosis”, covering articles in English language. From the resulting 124 articles, those were selected that 1) view the facilitator as an (inter-)organizational phenomenon, 2) present insights on actions and skills of a facilitating entity, and 3) are based on an analysis of empirical data, leaving a remainder of 20 articles. While reviewing articles for these criteria, it was checked if they refer to other potentially relevant sources. Through this backward snowballing, 7 additional articles were identified. From this final list of 27 articles, 156 quotes referring to actions and skills of the IS facilitator were extracted. An inductive grouping and analysis of these quotes pointed at five main types of tasks and related activities and skills. (This database includes background material of a literature review that is used in the article "Uncovering the Role of the Industrial Symbiosis Facilitator in Literature and Practice in Nordic Countries: An Action-Skill Framework". Please refer to the article for the results and further analysis of this literature review.

A multifaceted implementation strategy versus passive implementation of low back pain guidelines in general practice: a cluster randomised controlled trial

Abstract Background Guidelines are often slowly adapted into clinical practice. However, actively supporting healthcare professionals in evidence-based treatment may speed up guideline implementation. Danish low back pain (LBP) guidelines focus on primary care treatment of LBP, to reduce referrals from primary care to secondary care. The primary aim of this project was to reduce secondary care referral within 12 weeks by a multifaceted implementation strategy (MuIS). Methods In a cluster randomised design, 189 general practices from the North Denmark Region were invited to participate. Practices were randomised (1:1) and stratified by practice size to MuIS (28 practices) or a passive implementation strategy (PaIS; 32 practices). Included were patients with LBP aged 18 to 65 years who were able to complete questionnaires, had no serious underlying pathology, and were not pregnant. We developed a MuIS including outreach visits, quality reports, and the STarT Back Tool for subgrouping patients with LBP. Both groups were offered the usual dissemination of guidelines, guideline-concordant structuring of the medical record, and a new referral opportunity for patients with psycho-social problems. In an intention-to-treat analysis, the primary and secondary outcomes pertained to the patient, and a cost-effectiveness analysis was performed from a healthcare sector perspective. Patients and the assessment of outcomes were blinded. Practices and caregivers delivering the interventions were not blinded. Results Between January 2013 and July 2014, 60 practices were included, of which 54 practices (28 MuIS, 26 PaIS) included 1101 patients (539 MuIS, 562 PaIS). Follow-up data for the primary outcome were available on 100 % of these patients. Twenty-seven patients (5.0 %) in the MuIS group were referred to secondary care vs. 59 patients (10.5 %) in the PaIS group. The adjusted odds ratio (AOR) was 0.52 [95 % CI 0.30 to 0.90; p = 0.020]. The MuIS was cost-saving £−93.20 (£406.51 vs. £499.71 per patient) after 12 weeks. Conversely, the MuIS resulted in less satisfied patients after 52 weeks (AOR 0.50 [95 % CI 0.31 to 0.81; p = 0.004]). Conclusions Using a MuIS changed general practice referral behaviour and was cost effective, but patients in the MuIS group were less satisfied. This study supports the application of a MuIS when implementing guidelines. Trial registration ClinicalTrials.gov, NCT0169925

A multifaceted implementation strategy versus passive implementation of low back pain guidelines in general practice: a cluster randomised controlled trial

Abstract Background Guidelines are often slowly adapted into clinical practice. However, actively supporting healthcare professionals in evidence-based treatment may speed up guideline implementation. Danish low back pain (LBP) guidelines focus on primary care treatment of LBP, to reduce referrals from primary care to secondary care. The primary aim of this project was to reduce secondary care referral within 12 weeks by a multifaceted implementation strategy (MuIS). Methods In a cluster randomised design, 189 general practices from the North Denmark Region were invited to participate. Practices were randomised (1:1) and stratified by practice size to MuIS (28 practices) or a passive implementation strategy (PaIS; 32 practices). Included were patients with LBP aged 18 to 65 years who were able to complete questionnaires, had no serious underlying pathology, and were not pregnant. We developed a MuIS including outreach visits, quality reports, and the STarT Back Tool for subgrouping patients with LBP. Both groups were offered the usual dissemination of guidelines, guideline-concordant structuring of the medical record, and a new referral opportunity for patients with psycho-social problems. In an intention-to-treat analysis, the primary and secondary outcomes pertained to the patient, and a cost-effectiveness analysis was performed from a healthcare sector perspective. Patients and the assessment of outcomes were blinded. Practices and caregivers delivering the interventions were not blinded. Results Between January 2013 and July 2014, 60 practices were included, of which 54 practices (28 MuIS, 26 PaIS) included 1101 patients (539 MuIS, 562 PaIS). Follow-up data for the primary outcome were available on 100 % of these patients. Twenty-seven patients (5.0 %) in the MuIS group were referred to secondary care vs. 59 patients (10.5 %) in the PaIS group. The adjusted odds ratio (AOR) was 0.52 [95 % CI 0.30 to 0.90; p = 0.020]. The MuIS was cost-saving £−93.20 (£406.51 vs. £499.71 per patient) after 12 weeks. Conversely, the MuIS resulted in less satisfied patients after 52 weeks (AOR 0.50 [95 % CI 0.31 to 0.81; p = 0.004]). Conclusions Using a MuIS changed general practice referral behaviour and was cost effective, but patients in the MuIS group were less satisfied. This study supports the application of a MuIS when implementing guidelines. Trial registration ClinicalTrials.gov, NCT0169925

Additional file 1: of A multifaceted implementation strategy versus passive implementation of low back pain guidelines in general practice: a cluster randomised controlled trial

Supplement to: Riis A, Jensen CE, Bro F, et al. A multifaceted implementation strategy versus passive implementation of low back pain guidelines in general practice: a cluster randomised controlled trial. (DOCX 19 kb

Bad Intentions: Customers’ Negative Reactions to Intentional Failures and Mitigating Conditions

Intentional service failures (e.g., overbooking or overcharging) have received little scholarly attention, despite their regular occurrence and immense costs. Using a multi-method approach combining experimental and field data from online reviews, it was found that intentional (vs. unintentional) failures lead to greater negative word of mouth (nWOM) and patronage reduction. This research extends these findings by demonstrating that intentional failures are less harmful when the failure is reversible (vs. irreversible) and occurs at an employee (vs. firm) level. Further, while either psychological (e.g., apology) or monetary compensation is effective in mitigating the consequences of intentional failures at an employee level, a combined service recovery (psychological and monetary) is the best solution when the failure is at a firm level. Drawing on attribution theory, the article unveils the key role of trust (as opposed to justice) as the mechanism to explain the effects of intentionality on customers’ nWOM and patronage reduction

Bad Intentions: Customers’ Negative Reactions to Intentional Failures and Mitigating Conditions

Intentional service failures (e.g., overbooking or overcharging) have received little scholarly attention, despite their regular occurrence and immense costs. Using a multi-method approach combining experimental and field data from online reviews, it was found that intentional (vs. unintentional) failures lead to greater negative word of mouth (nWOM) and patronage reduction. This research extends these findings by demonstrating that intentional failures are less harmful when the failure is reversible (vs. irreversible) and occurs at an employee (vs. firm) level. Further, while either psychological (e.g., apology) or monetary compensation is effective in mitigating the consequences of intentional failures at an employee level, a combined service recovery (psychological and monetary) is the best solution when the failure is at a firm level. Drawing on attribution theory, the article unveils the key role of trust (as opposed to justice) as the mechanism to explain the effects of intentionality on customers’ nWOM and patronage reduction