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Journal articles on the topic 'Smart leadership'

Author: Grafiati

Published: 30 June 2021

Last updated: 17 February 2022

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1

Kustanto, Prio, and Rakhmadi Rahman. "SMART Integrated Leadership (SMILE) for Smart City." Jurnal Kajian Ilmiah 20, no. 3 (September 30, 2020): 323–30. http://dx.doi.org/10.31599/jki.v20i3.357.

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The concept of a smart city which is becoming a big issue in big cities around the world encourages the active role and participation of the community in city management using a citizen centric approach so that there is a more dynamic and close interaction between citizens and service providers. The aim of implementing a Smart City is to be able to form and implement a city that is safe, comfortable, controlled and facilitates access for its citizens and strengthens the competitiveness of the city in terms of economy, social and technology. Smart cities must have a strong governance-oriented approach that emphasizes the role of social capital and relationships in urban development. The Smart City concept is no longer limited to ICT diffusion, but looks at people and society's needs. To meet and exceed citizen expectations, city leaders must innovate in core service areas in the application of the Smart City concept. In order to create innovative, creative and resilient leaders, it is necessary to design a Smart Integrated Leadership (SMILE) to support the success of a Smart City. Keywords: Smart City, Smart Integrated Leadership Abstrak Konsep kota cerdas (Smart City) yang menjadi isubesar di kota-kota besar di seluruh dunia mendorong peran aktif dan partisipasi masyarakat dalam pengelolaan kota menggunakan endekatan citizen centric sehingga terjadi interaksi yang lebih dinamis dan erat antara warga dengan penyedia layanan. Tujuan implementasi Smart City adalah untuk dapat membentuk dan menerapkan suatu kota yang aman, nyaman, terkendali dan mempermudah akses bagi warganya serta memperkuat daya saing kota dalam hal perekonomian, sosial dan teknologi. Smart city harus memiliki pendekatan pemerintahan yang berorientasi kuat yang menekankan peran modal sosial dan hubungan dalam pembangunan perkotaan. Konsep Smart City tidak lagi terbatas pada difusi TIK, tetapi melihat orang dan kebutuhan masyarakat. Untuk memenuhi dan melampaui harapan warga, pemimpin kota harus berinovasi di bidang layanan inti dalam penerapan konsep Smart City. Dalam rangka menciptakan para pemimpin inovatif, kreatif dan tangguh maka perlu dirancang Smart Integrated Leadership (SMILE) untuk mendukung suksesnya Smart City. Kata kunci: Smart City, Smart Integrated Leadership

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2

Hilarowicz, Agata. "Smart specialization – leadership aspect." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 105 (2017): 85–96. http://dx.doi.org/10.29119/1641-3466.2017.105.5.

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Kakabadse, Nada K., Linda Lee-Davies, and Andrew Kakabadse. "Smart technology: the leadership challenge." Strategic Change 17, no. 7-8 (2008): 235–49. http://dx.doi.org/10.1002/jsc.830.

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Chun, Jung Yue Daniel, Nabsiah Abdul Wahid, and Cheng Ling Tan. "WHY SMART LEADERS ARE IMPORTANT IN SMART CITY DEVELOPMENT – A CONCEPTUAL FRAMEWORK." International Journal of Industrial Management 5 (January 3, 2020): 1–9. http://dx.doi.org/10.15282/ijim.5.0.2020.5617.

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The aim of this paper is to discuss the role of leadership attributes and activities play on the alliance firm performance in smart city developments. It also highlights an overview of the growing phenomena in the smart city and sustainability development. This paper suggests the importance for business leaders to actively volunteer and lead alliance firm in promoting the smart city and sustainability development through organizing various activities to seek for new business growth. The paper provides a leadership perspective to evaluate non-profit alliance firm in smart city and sustainability development. This justifies the importance of leadership attributes and activities towards the non-profit alliance firm performance and a conceptual framework has been presented. It provides a highly original look at exploring the leadership and firm’s perspective of the contemporary development of the smart city. This paper further suggests the need to conduct more research in the leadership attributes and activities in smart city leadership.

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Ruhl, Christine L. "Get smart with smart pumps." Nursing Management (Springhouse) 44, no. 11 (November 2013): 17–20. http://dx.doi.org/10.1097/01.numa.0000436370.52763.d3.

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6

Schreiber, Pamela L. "???Smart??? pumps." Nursing Management (Springhouse) 38, no. 10 (October 2007): 46–49. http://dx.doi.org/10.1097/01.numa.0000295549.39169.db.

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7

Ellisen, Kari. "Mentoring smart." Nursing Management (Springhouse) 42, no. 8 (August 2011): 12–16. http://dx.doi.org/10.1097/01.numa.0000399804.14328.bc.

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Gyoreva, RumyanaТodorova. "DIMENSIONS OF SMART-LEADERSHIP IN SCHOOL ORGANIZATIONS." International Journal of Advanced Research 7, no. 5 (May 31, 2019): 356–66. http://dx.doi.org/10.21474/ijar01/9046.

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9

Rao, M. S. "Smart leadership blends hard and soft skills." Human Resource Management International Digest 21, no. 4 (May 31, 2013): 38–40. http://dx.doi.org/10.1108/hrmid-04-2013-0023.

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10

Hostetter, Andrea, Patricia Inama Roda, and Carol Y. Phillips. "Heart-smart service." Nursing Management (Springhouse) 32, no. 1 (January 2001): 22–25. http://dx.doi.org/10.1097/00006247-200101000-00010.

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11

Sanborn, Michael, and Tammy Cohen. "Get Smart: Effective Use of Smart Pump Technology." Hospital Pharmacy 44, no. 4 (April 2009): 348–53. http://dx.doi.org/10.1310/hpj4404-348.

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The Director's Forum series is written and edited by Michael Sanborn and Robert Weber and is designed for guiding pharmacy leaders in establishing patient-centered services in hospitals and health systems. Another specific goal of this column is addressing many of the key challenges that pharmacy directors currently face, while also providing information that will foster growth in pharmacy leadership and patient safety. Previous Director's Forum articles have discussed various aspects of pharmacy technology implementation and utilization. This feature focuses on the effective integration of smart pump technology to maximize patient safety benefits.

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12

Haque, Amlan, Nahina Islam, Nahidul Hoque Samrat, Shuvashis Dey, and Biplob Ray. "Smart Farming through Responsible Leadership in Bangladesh: Possibilities, Opportunities, and Beyond." Sustainability 13, no. 8 (April 19, 2021): 4511. http://dx.doi.org/10.3390/su13084511.

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Smart farming has the potential to overcome the challenge of 2050 to feed 10 billion people. Both artificial intelligence (AI) and the internet of things (IoT) have become critical prerequisites to smart farming due to their high interoperability, sensors, and cutting-edge technologies. Extending the role of responsible leadership, this paper proposes an AI and IoT based smart farming system in Bangladesh. With a comprehensive literature review, this paper counsels the need to go beyond the simple application of traditional farming and irrigation practices and recommends implementing smart farming enabling responsible leadership to uphold sustainable agriculture. It contributes to the current literature of smart farming in several ways. First, this paper helps to understand the prospect and challenges of both AI and IoT and the requirement of smart farming in a nonwestern context. Second, it clarifies the interventions of responsible leadership into Bangladesh’s agriculture sector and justifies the demand for sustainable smart farming. Third, this paper is a step forward to explore future empirical studies for the effective and efficient use of AI and IoT to adopt smart farming. Finally, this paper will help policymakers to take responsible initiatives to plan and apply smart farming in a developing economy like Bangladesh.

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Baccarne, Bastiaan, and Lieven De Marez. "Co-Shaping Smart Cities." International Journal of Urban Planning and Smart Cities 2, no. 2 (July 2021): 34–47. http://dx.doi.org/10.4018/ijupsc.2021070103.

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This paper studies participation divides on civic crowdsourcing platforms in a smart city context, hybrid applications of distributed urban innovation management, and new modes of digital citizenship, often applied to co-shape future urban environments. However, the emergence of new participatory instruments also brings new digital inequalities, as their adoption is not distributed equally. Hence, from an explicitly interdisciplinary perspective, this article explores the role of civic engagement, digital inequalities, and opinion leadership in understanding differences in participatory behavior on such platforms. Using a regression model (N = 178), this study shows that participation differences on civic crowdsourcing platforms are explained by opinion leadership and political engagement, but not by community engagement, traditional digital inequalities. This reveals that such platforms are used most by those who were already participating and have high levels of expertise, which sheds a light on the potential empowerment of such platforms and its democratic implications.

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14

Kirkbride, Geri, and Bev Vermace. "Smart Pumps." Nursing Administration Quarterly 35, no. 2 (April 2011): 110–18. http://dx.doi.org/10.1097/naq.0b013e31820fbdc0.

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Hahn, Ted, and Elizabeth Whitbeck. "Smart pumps and synergy." Nursing Management (Springhouse) &NA;, Supplement (September 2007): 27–28. http://dx.doi.org/10.1097/01.numa.0000288837.64146.7f.

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16

Sensmeier, Joyce E. "Get smart with IT." Nursing Management (Springhouse) 40, no. 3 (March 2009): 45–47. http://dx.doi.org/10.1097/01.numa.0000347414.96071.6f.

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17

Aziz, Zahara, and Suria Baba. "Instructional leadership enhanced creativity in smart classroom activities." Procedia - Social and Behavioral Sciences 15 (2011): 1566–72. http://dx.doi.org/10.1016/j.sbspro.2011.03.332.

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18

Silvestri, Marisa. "“Doing” Police Leadership: Enter the “New Smart Macho”." Policing and Society 17, no. 1 (March 2007): 38–58. http://dx.doi.org/10.1080/10439460601124130.

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19

Field, Kit. "Smart leadership for higher education in difficult times." Professional Development in Education 38, no. 1 (February 2012): 153–54. http://dx.doi.org/10.1080/19415257.2011.572430.

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20

Meraji, Marziyhe, Mehdi Esmaeilzadeh, Mohammadreza Motiee, and Sanaz sadat Mahmoodian. "ASSESS THE READINESS OF THE OUTPATIENT TREATMENT CENTERS OF SOCIAL SECURITY TO RUN SMART HEALTH CARD." Medical Technologies Journal 1, no. 4 (November 29, 2017): 124–25. http://dx.doi.org/10.26415/2572-004x-vol1iss4p124-125.

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Introduction: Smart card, microprocessor chip, facilitate providing e-health services in health center. Design and implementation of smart cards in the Social Security Organization as one of the health centers reduce costs, prevent abuses of medical insurance, increase productivity and accelerate response time. In this study, readiness of the outpatient treatment centers of social security to implement health smart card assessed. Methods: this practical and descriptive study was conducted in nine outpatient treatment center of Khorasan Razavi Social Security center in 2016-2017. Total proposed number of outpatient treatment center was reduced to 9 center because other centers did not take part in this review .A questionnaire with three areas of technical readiness, organizational culture and leadership and management was used. The data were analyzed using spss 19 software Results: Finding showed Average scores of technical and leadership and cultural organization readiness were ordinary in all centers. Leadership and cultural organization readiness in 4 center were more than others. Average scores of technical were more than of leadership and cultural organization readiness .Technical readiness had significant difference between the studied centers. Conclusion: Finding showed appropriate technical readiness in Social Security, therefore we suggest to implement smart cards, educating staff to enhance technology skills and to promote its use culture. Readiness of management and leadership scope is impressive in designing and implementing smart cards; So implementing smart cards should be organization`s strategy and the road map should be determined, and its benefits should be clearly explain for social security center managers.

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21

Wang, Xuhui, Jonela Wilson, and Wenjing Li. "An Empirical Investigation of Leadership and Human Resources Capacities as Key Actors in the Implementation of Smart Education." Education Sciences 11, no. 3 (March 22, 2021): 138. http://dx.doi.org/10.3390/educsci11030138.

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Due to the novelty of the smart education phenomenon, a quantitative investigation of the variables that will influence the implementation of ‘smart education’ was needed. Therefore, based on a probability simple random survey of 349 Grenadian employees from tertiary institutions in the education industry, the influence of leadership and human resource capacities on smart education were investigated. Results produced from SPSS analysis software and Smart PLS revealed that leadership and human resources capacities have sufficient confidence to have a significant influence on smart education, producing a positive association with ‘smart education.’ However, this relationship is positively moderated by additional investments, such as infrastructural innovation. These findings enrich the current literature on smart education (SE) by increasing knowledge of the phenomenon through the lenses of the Actor-Network Theory and Technology Adoption Model. Accordingly, policymakers should bear these findings in mind when developing holistic strategies to guide SE’s successful enactment.

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22

Geiger, Sarah N., and J. P. Oehrtman. "School Counselors and the School Leadership Team." Professional School Counseling 23, no. 1_part_3 (January 2020): 2156759X2090356. http://dx.doi.org/10.1177/2156759x20903566.

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A school leadership team is an opportunity for school counselors to demonstrate their capacity as school leaders and implement their training in using data to identify evidence-based interventions and evaluate the effectiveness of chosen interventions. We share a case study of how we utilized a school leadership team to better meet the needs of students via the development and implementation of the Stress Management and Resiliency Training Lab (SMART Lab) as a K–12 multi-tiered system of support. Use of the evidence-based school counseling model for systematic evaluation revealed that the SMART Lab intervention contributed to improvements in students’ behavior, attendance, and grades.

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23

HOAG-APEL, CHRISTINE M. "Smart Safeguards for the ED." Nursing Management (Springhouse) 30, no. 5 (May 1999): 31???33. http://dx.doi.org/10.1097/00006247-199905000-00010.

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24

Hatler, Carol. "How intelligent are smart beds?" Nursing Management (Springhouse) 39, no. 2 (February 2008): 20–22. http://dx.doi.org/10.1097/01.numa.0000310532.77579.8b.

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25

Cowan, Debby. "“Mission zero” with smart pumps." Nursing Management (Springhouse) 40 (November 2009): 4–5. http://dx.doi.org/10.1097/01.numa.0000366145.85119.44.

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26

Burnette, Cheryl. "Smart sleep for new grads?" Nursing Management (Springhouse) 41, no. 5 (May 2010): 10–13. http://dx.doi.org/10.1097/01.numa.0000372026.22111.8c.

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27

Montalvo, Isis. "How smart are your data?" Nursing Management (Springhouse) 44, no. 6 (June 2013): 23–24. http://dx.doi.org/10.1097/01.numa.0000430412.80830.e6.

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28

Brooks, Beth A. "Being Smart About Social Media." Nurse Leader 18, no. 5 (October 2020): 417–18. http://dx.doi.org/10.1016/j.mnl.2020.07.002.

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29

Rosenthal, Kelli. "Get “smart” with a PDA." Nursing Management (Springhouse) 35 (October 2004): 17–18. http://dx.doi.org/10.1097/00006247-200410005-00007.

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30

Jacobs, Barbara. "Raise your smart pump IQ." Nursing Management (Springhouse) 37, no. 10 (October 2006): 18. http://dx.doi.org/10.1097/00006247-200610000-00004.

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Jacobs, Barbara. "Raise your smart pump IQ." Nursing Management (Springhouse) 37, Supplement (October 2006): 18. http://dx.doi.org/10.1097/00006247-200610001-00004.

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32

Hoang Yen, Duong Thi, Le Ngoc Hung, Thi Thuy Hang Vu, and Tan Nguyen. "Factors Affecting Smart School Leadership Competencies of High School Principals in Vietnam." International Journal of Learning, Teaching and Educational Research 20, no. 4 (April 30, 2021): 1–17. http://dx.doi.org/10.26803/ijlter.20.4.1.

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Leaders of high schools in the context of the fourth industrial revolution face many challenges and new opportunities. Schools need to become smarter, more flexible, and more secure, and, therefore, the principal’s leadership competencies are likely to have new elements and be affected by new influencing factors. The aim of this study was to identify the factors that influence the competencies of school leadership in today’s increasingly smarter school landscape. Research was conducted using qualitative and quantitative research methods. The research sample consisted of 295 high school principals from five provinces and cities in Vietnam. The results showed that smart school leadership competencies depend on individual factors, school-level factors, and educational community-level factors. Smart school development policy and innovation of smart school infrastructure and facilities were identified as the most important factors.

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Handayani, Sri, DYP Sugiharto, and Joko Sutarto Kardoyo. "The Role of Smart Working in Mediating Participatory Altruistic Leadership, Competence, Quality knowledge in Learning Performance of Lecturers in Higher Education." International Journal of Higher Education 9, no. 5 (August 17, 2020): 346. http://dx.doi.org/10.5430/ijhe.v9n5p346.

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This study aims to explore indicate that lecturer learning performance is an important factor for lecturers in the Civil Engineering Education Study Program. Participatory altruistic leadership styles, competence, quality knowledge, smart working are very important to be measured to explain their effects on learning performance. If the lecturer has high competence and quality knowledge and is supported by appropriate leadership, it will have an impact on smart working, which in the end will achieve learning performance. This research was conducted of lecturers of civil engineering education throughout Indonesia and a sample of 76 peoples. The research method was conducted with quantitative and data analysis using structural equation modeling (SEM). Regression coefficient result that relationship between competence with smart working, participatory altruistic with smart working and quality of knowledge with smart working were 0.80, 0.86 and 0.81. Regression coefficient result that relationship between smart woking with learning performance, participatory altruistic with learning performance, quality knowledge with smart working and competence with smart working were 0.99, 0.91, 0.88, and 0.88.

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Wurst, Dawn, and John Cornelisen. "Process safety leadership: Becoming street smart on process safety." Process Safety Progress 32, no. 2 (April 24, 2013): 146–51. http://dx.doi.org/10.1002/prs.11595.

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35

Wagner, Angelia, Linda Trimble, and Shannon Sampert. "One Smart Politician: Gendered Media Discourses of Political Leadership in Canada." Canadian Journal of Political Science 52, no. 1 (September 26, 2018): 141–62. http://dx.doi.org/10.1017/s0008423918000471.

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AbstractWhich leadership qualities are most likely to be emphasized in news reports about leadership competitions, and are they attributed differently to women and men candidates? To answer this question, we conducted content and discourse analyses of 2,463 articles published by theGlobe and Mailnewspaper on 10 women and 17 men seeking the leadership of Canadian political parties since 1975. Our results show that women candidates were subjected to more negative and gendered assessments of their communication skills, intellectual substance and political experience than were men candidates. We also found little evidence that gendered media discourses about political leadership have changed over time, especially in the case of women in the strongest position to become the country's first national party leader or prime minister.

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36

Melsom, Blair. "Tom Ilube: Defining Leadership, Culture and Strategy." ITNOW 63, no. 1 (February 16, 2021): 24–25. http://dx.doi.org/10.1093/itnow/bwab009.

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Cleveland, Marisa, and Simon Cleveland. "Building Engaged Communities—A Collaborative Leadership Approach." Smart Cities 1, no. 1 (November 14, 2018): 155–62. http://dx.doi.org/10.3390/smartcities1010009.

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Community engagement is essential for building smart cities. While leaders who participate in community leadership development programs create engaged communities, there is a gap in literature on the role leadership programs play in the formation of engaged communities. This conceptual paper examines the relationship between collaborative leadership and leadership development programs in order and their role in fostering engaged communities. Recommendations for future research on building effective leadership programs are proposed.

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Karpenko, Ekaterina, and Mikhail Simutin. "METHODOLOGICAL FEATURES OF THE COLLECTIVE-SYNERGETIC APPROACH TO THE NATURE OF LEADERSHIP." Automation and modeling in design and management 2021, no. 1 (March 30, 2021): 35–41. http://dx.doi.org/10.30987/2658-6436-2021-1-35-41.

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The article examines the main methods for leadership management based on a collective-synergetic approach to understanding leadership. The features of leadership in complex organizations having a multi-level hierarchy are highlighted. The possibility of using “smart” technologies to analyze and monitor the leadership status in the organization is considered. Conclusions are drawn about the possibility of automating this process.

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Rosenthal, Kelli. "Smart pumps help crack the safety code." Nursing Management (Springhouse) 35, no. 5 (May 2004): 49–51. http://dx.doi.org/10.1097/00006247-200405000-00015.

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Rohman, Cindy. "Smart pump implementation: One hospital???s story." Nursing Management (Springhouse) 36, no. 6 (June 2005): 49–51. http://dx.doi.org/10.1097/00006247-200506000-00015.

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Nashrulloh, M. R., R. Setiawan, E. Satria, and A. D. Supriatna. "Designing smart dashboard system towards digital leadership in franchise organizations." Journal of Physics: Conference Series 1402 (December 2019): 022085. http://dx.doi.org/10.1088/1742-6596/1402/2/022085.

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Cheek, Penny, Linda Nikpour, and Heather D. Nowlin. "Aging Well With Smart Technology." Nursing Administration Quarterly 29, no. 4 (October 2005): 329–38. http://dx.doi.org/10.1097/00006216-200510000-00007.

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Rosenthal, Kelli. "Get ???smart??? with a PDA." JONA: The Journal of Nursing Administration 34, IT Supplement (October 2004): 17–18. http://dx.doi.org/10.1097/00005110-200410002-00007.

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44

Haddock-Fraser, Janet, and David Gorman. "Building your influence: the role of the smart sustainability leader." Emerald Open Research 2 (August 19, 2020): 53. http://dx.doi.org/10.35241/emeraldopenres.13819.1.

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Anyone seeking to influence another is a potential leader. Within higher education, determining what an institution should undertake on sustainability can be daunting. Sustainability leaders face labyrinthine, multifaceted sub-cultures, influencers and viewpoints across staff, students, government, business and alumni all with an opinion on whether, how and in what order of priority sustainability should be taken forward. In this paper we take on this challenge by synthesising and critically evaluating core principles and working models for influencing and leading for sustainability in higher education. We identify a series of eight challenges affecting delivery of sustainability and seek to understand how conceptual models and principles in sustainability decision-making and leadership could address these. We draw on the experience of both authors, in tandem with comments from workshop and leadership training programme participants who attended the Environmental Association for Universities and Colleges (EAUC) Leadership Lab training in the UK, as well as reflections arising in a detailed case study from the University of Edinburgh. We bring key insights from theory and practice for the benefits of individuals or teams seeking to influence and persuade key decision-makers to embrace the sustainability agenda.

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Harrison, Lori Tonya. "Safely managing smart pumps in the clinical setting." Nursing Management (Springhouse) 47, no. 6 (June 2016): 20–21. http://dx.doi.org/10.1097/01.numa.0000483128.55731.5e.

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46

Novianti, Khusnul Rofida. "DOES ORGANIZATIONAL COMMITMENT MATTER? LINKING TRANSFORMATIONAL LEADERSHIP WITH ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)." Jurnal Aplikasi Manajemen 19, no. 2 (June 1, 2021): 335–45. http://dx.doi.org/10.21776/ub.jam.2021.019.02.09.

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This research was conducted to identify the antecedents dimension of organizational commitment that consist of affective, continuance, and normative commitment to mediate transformational leadership on organizational citizenship behavior (OCB) in the salespeople’s banking sector in Malang, East Java. The population of this research was the employees in the banking sector that provides insurance and investment services in Malang city. The sampling technique used was non-probability sampling. A questionnaire was used as a research instrument. 118 responses were analyzed using Smart Partial Least Square software (Smart-PLS). The study result revealed that organizational commitment does not significantly affect OCB. The affective commitment was the best predictor in mediating the effect of transformational leadership on OCB. In contrast, continuance and normative commitment have an insignificant effect both directly and indirectly on OCB. This study was expected to be a reference for further research in the area of organizational outcome focused on organizational commitment and provide more information for decision making about the importance of leadership styles such as transformational leadership and organizational citizenship behavior.

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Piedade, Salustiano Dos Reis, I. Made Wardana, Gede Riana, and I. Gusti Ayu Manuati Dewi. "The role of motivation: the effect of transformational leadership on employee performance." International research journal of management, IT and social sciences 6, no. 6 (November 22, 2019): 253–63. http://dx.doi.org/10.21744/irjmis.v6n6.803.

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The purpose of this study was to examine the mediating role of the influence of transformational leadership on employee performance. The research was conducted at the Ministry of Education of Timor-Leste with a total population of 765 and a sample size of 263 respondents. Data were analyzed by using Smart-PLS 3.0 Program software. The results showed that transformational leadership was positively and significantly related to employee performance. Motivation plays a role in mediating the effect of transformational leadership on employee performance.

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48

Hess, Edward D., and Katherine Ludwig. "THE SMART MACHINE AGE WILL REQUIRE A NEW STORY ABOUT LEADERSHIP." Leader to Leader 2018, no. 87 (January 2018): 54–59. http://dx.doi.org/10.1002/ltl.20344.

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49

Franey, Trish. "The 'Smart Story': The challenge of leadership in the urban school." School Leadership & Management 22, no. 1 (February 2002): 27–39. http://dx.doi.org/10.1080/13632430220143024.

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Giuliano, Karen K., and Charles Niemi. "The urgent need for innovation in I.V. smart pumps." Nursing Management (Springhouse) 46, no. 3 (March 2015): 17–19. http://dx.doi.org/10.1097/01.numa.0000461066.79777.06.

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