Adverse events following influenza immunization reported by healthcare personnel using active surveillance based on text messages

Studies have demonstrated that healthcare personnel (HCP) have concerns about the potential side effects of trivalent inactivate influenza vaccine (IIV3).1-3 A recent metaanalysis of reasons HCP refuse IIV3 indicates the strongest predictors of vaccine acceptance are belief that the vaccine is safe and belief the vaccine does not cause the disease it is meant to prevent.

Observations and Recommendations: on the Republic of Ireland Open Data Strategy (Working Paper 3)

1. Introduction - Context The Republic of Ireland Department of Public Expenditures and Reform (DPER) launched its first Open Data Portal data.gov.ie on July 22nd. It also conducted three public consultations, one with public sector bodies on September 22nd, and later on September 8th with civil society organizations and the public, while also accepting responses and recommendations by email. Open Data in the Republic is being led and coordinated by the DPER Government Reform Unit and the Chief Information Officer. The new CKAN portal was created by Insight Galway and it marks an important milestone toward meeting the following government objectives to: • enhance openness and transparency, • strengthen public governance and • yield economic benefits. The following are the information products delivered by Insight at National University of Ireland at Galway (NUIG): 1. Best Practice Handbook 2. Data Audit Report 3. Roadmap 4. Evaluation Framework 5. Open Data Publication Handbook Information products were delivered as per the DPER Request for Tender (RfT) and according to the following high level requirements: • Provide advice and support to facilitate the implementation of key objectives and actions related to the Open Data initiative. • Identify and align with national requirements best practice and international standards for Open Data; • Help specify short- , medium- and long-term objectives for Open Data in Ireland; • Identify potential opportunities for Ireland to design its Open Data drawing on the experience of what has worked and has not worked in other jurisdictions and also drawing on the scope for positively differentiating Open Data in Ireland; • Establish an inventory of datasets currently available in the public domain as well as assist in identifying priority areas for the publication of datasets in the future; and • Develop a roadmap for how Ireland could achieve its objectives in the area of Open Data. In the spirit of collaboration and openness, after the July 22nd launch the DPER solicited input on the following questions from public sector bodies that have expertise and a stake in the initiative: • What do you see as the priorities for Open Data and next steps? • Any issues/concerns that need to be addressed in standardisation and publication of data? • How we would maintain this type of group going forward given the level of expertise and experience in the room today – maybe meet as a Forum 3 times a year? • Indicate whether you are willing to participate in a smaller group and work in an engaged way to support DPER on particular aspects and on the development of an Open Data strategy in the coming months? • How we should engage with civil society, business interests and other users to ensure we focus our attention on high value datasets that will be used so that potential economic, social and political benefits can be realised? Finally, the DPER solicited input from the public but unfortunately submissions were to be made to an email address in lieu of an open forum whereby others could see who and what was submitted. This launch marks a turning point in Ireland’s open data story which was sketched out in the 1st of this 3 part series on Open Data and Open Government. This milestone affirms Ireland’s international commitment to the Open Government Partnership (OGP) and it is also a precondition for Ireland’s ability to sign onto the G8 Open Data Charter whereby signatories commit to: • Open Data by Default • Quality and Quantity • Useable by All • Releasing Data for Improved Governance • Releasing Data for Innovation OGP membership, signing onto the G8 Charter and the launch of the Open Data portal, are positive steps toward the advancement of public sector reform and Minister Howlin, DPER and Insight are to be lauded for moving this plan forward. The rest of this paper examines the DPER Open Data plan, the DPER/Insight portal, research documents, their recommendations and provides answers to a series of questions DPER officials posed after the July 22, 2014 public sector consultations. It is also The Programmable City Project submission to the DPER Open Data Consultation

Observations and Recommendations: on the Republic of Ireland Open Data Strategy (Working Paper 3)

1. Introduction - Context The Republic of Ireland Department of Public Expenditures and Reform (DPER) launched its first Open Data Portal data.gov.ie on July 22nd. It also conducted three public consultations, one with public sector bodies on September 22nd, and later on September 8th with civil society organizations and the public, while also accepting responses and recommendations by email. Open Data in the Republic is being led and coordinated by the DPER Government Reform Unit and the Chief Information Officer. The new CKAN portal was created by Insight Galway and it marks an important milestone toward meeting the following government objectives to: • enhance openness and transparency, • strengthen public governance and • yield economic benefits. The following are the information products delivered by Insight at National University of Ireland at Galway (NUIG): 1. Best Practice Handbook 2. Data Audit Report 3. Roadmap 4. Evaluation Framework 5. Open Data Publication Handbook Information products were delivered as per the DPER Request for Tender (RfT) and according to the following high level requirements: • Provide advice and support to facilitate the implementation of key objectives and actions related to the Open Data initiative. • Identify and align with national requirements best practice and international standards for Open Data; • Help specify short- , medium- and long-term objectives for Open Data in Ireland; • Identify potential opportunities for Ireland to design its Open Data drawing on the experience of what has worked and has not worked in other jurisdictions and also drawing on the scope for positively differentiating Open Data in Ireland; • Establish an inventory of datasets currently available in the public domain as well as assist in identifying priority areas for the publication of datasets in the future; and • Develop a roadmap for how Ireland could achieve its objectives in the area of Open Data. In the spirit of collaboration and openness, after the July 22nd launch the DPER solicited input on the following questions from public sector bodies that have expertise and a stake in the initiative: • What do you see as the priorities for Open Data and next steps? • Any issues/concerns that need to be addressed in standardisation and publication of data? • How we would maintain this type of group going forward given the level of expertise and experience in the room today – maybe meet as a Forum 3 times a year? • Indicate whether you are willing to participate in a smaller group and work in an engaged way to support DPER on particular aspects and on the development of an Open Data strategy in the coming months? • How we should engage with civil society, business interests and other users to ensure we focus our attention on high value datasets that will be used so that potential economic, social and political benefits can be realised? Finally, the DPER solicited input from the public but unfortunately submissions were to be made to an email address in lieu of an open forum whereby others could see who and what was submitted. This launch marks a turning point in Ireland’s open data story which was sketched out in the 1st of this 3 part series on Open Data and Open Government. This milestone affirms Ireland’s international commitment to the Open Government Partnership (OGP) and it is also a precondition for Ireland’s ability to sign onto the G8 Open Data Charter whereby signatories commit to: • Open Data by Default • Quality and Quantity • Useable by All • Releasing Data for Improved Governance • Releasing Data for Innovation OGP membership, signing onto the G8 Charter and the launch of the Open Data portal, are positive steps toward the advancement of public sector reform and Minister Howlin, DPER and Insight are to be lauded for moving this plan forward. The rest of this paper examines the DPER Open Data plan, the DPER/Insight portal, research documents, their recommendations and provides answers to a series of questions DPER officials posed after the July 22, 2014 public sector consultations. It is also The Programmable City Project submission to the DPER Open Data Consultation

Institutional complexity and paradox theory: complementarities of competing demands

Organizational success increasingly depends on leaders’ abilities to address competing demands simultaneously. Scholars have applied both institutional theory and paradox theory to better understand the nature and responses to these competing demands. These two lenses diverge in their understanding and responses to tensions. Institutional theory depicts competing demands emerging from divergent field-level pressures and stresses their contradictory and oppositional nature. Organizational responses vary from making tradeoffs and choosing pressures with which to conform to seeking strategies for engaging both and managing conflict. Paradox theory locates competing demands as inherent with organizational systems, surfaced through environmental conditions, individual sensemaking, or relational dialogue. According to these scholars, paradoxes are contradictory, interdependent, and persist over time, demanding strategies for engaging and accommodating tensions but not resolving them. In this essay, we highlight these distinctions and argue that drawing from both of these lenses will results in rich, generative theorizing to better address key challenges in the world. We identify specific areas where future research can benefit from such integration

Lean towards learning: connecting Lean Thinking and human resource management in UK higher education

From its origins in the automotive industry, Lean Thinking is increasingly being seen as a solution to problems of efficiency and quality in other industries and sectors. In recent years attempts have been made to transfer Lean principles and practice to the higher education sector with indications of mixed consequences and debate over its suitability. This paper contributes to the debate by drawing evidence from thirty-four interviews conducted across two UK universities that have implemented Lean in some of their activities and we pay particular attention to the role of the HR function in facilitating its introduction. The findings suggest there are problems in understanding, communicating and transferring Lean Thinking in the higher education context; that, despite HR systems being vital facets of Lean, HR professionals are excluded from participation; and that as a consequence the depth and breadth of Lean application in the two institutions is very limited

Introducing a spectrum of moral evaluation: integrating organizational stigmatization and moral legitimacy

Audiences frequently change how they evaluate organizations, and these judgments often have a moral basis. For example, audiences may shift their evaluation from stigmatization to legitimacy or vice versa. These radical shifts in audience evaluation can have a major impact on organizations, yet organization theory struggles to account for them. We offer a solution to this problem by proposing a spectrum of moral evaluation that situates key moral judgments relative to each other. Our core argument is that integrating stigmatization and moral legitimacy into a broader spectrum of moral evaluation provides organization theorists with a much-needed toolkit to explore the consequential normative transformations often experienced by contemporary organizations. Specifically, it allows for a graded conception of moral evaluation, connects concepts – stigma and legitimacy – that are often considered in isolation, and offers opportunities for theoretical cross-fertilization