This pilot study is the first formal exploration of the concept of “Organizational Professionalism” (OP) among health system leaders in high-performing healthcare organizations. Semi-structured key informant interviews with 23 leaders from 8 healthcare organizations that were recipients of the Malcolm Baldrige National Quality Award (MBNQA) or Baldrige-based state quality award programs explored conceptualization, operationalization, and measurement of OP. Further exploration and understanding of OP in healthcare organizations has the potential to establish and sustain professional and ethical organizational cultures that bolster trust through the sound implementation of laws, policies, and procedures to support the delivery of high-quality patient care.

Introduction: Desatar Argentina is an interdisciplinary group of professionals dedicated to eliminating the use of physical restraints in gerontological care settings. Since its foundation in 2017 under the auspices of the Argentine Society of Gerontology and Geriatrics (SAGG), the group has been committed to promoting respect and dignity for older adults, guided by the International Convention on the Rights of Older Persons.

Mission: Desatar Argentina’s mission is to raise awareness about the harm caused by physical restraints and to promote strategies for their elimination, generating a cultural change within health and social care organizations. We aim to sensitize both society and healthcare professionals about the importance of respecting the dignity of older adults.

Trajectory: Since its inception, Desatar Argentina has undertaken numerous activities, including:

• In 2018, the first “Desatar para cuidar’’ event at LedorVador.

• In 2019, presenting the research on the effectiveness of a multicomponent intervention program to eliminate physical restraints in a long-term care facility (which also obtained an award) at the XVI Argentine Congress of Gerontology andGeriatrics.

• Publications in the SAGG Journal and other media to widely disseminate the group’s message.

• Training courses for care home professionals, focusing on tools and strategies to eliminate the use of physicalrestraints.

Future Perspectives: Desatar Argentina will continue to work to:

• Promote research and dissemination of new care modalities that prioritize the fundamental rights of olderadults.

• Foster ongoing training of health and social care professionals on the risks and alternatives to restraints.

• Promote sustainable cultural change within care centers to ensure a restraint-free environment focused on respect and dignity for older adults.

• Undertake the evaluation and assessment of chemical restraints.

• Promote the elimination of physical restraints in the hospital environment.

Conclusions: Desatar Argentina has shown that it is possible to eliminate physical restraints in long-term care facilities, significantly improving the quality of life for older adults. Continuous training and awareness-raising are essential to promote restraint-free care and transform organizational culture in favor of the rights and dignity of older adults.

Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.

Drawing on qualitative interview data, this article explores past and current Australian Antarctic Program expeditioners' perceptions of the personal qualities of expeditioners alongside their views of Antarctic station culture and expeditioner recruitment procedures. The findings reveal study participants shared similar views about expeditioner personal qualities. However, the findings also suggest that the current demographic similarity of expeditioners (e.g. the overrepresentation of white men) is perhaps much more important for assessing organizational fit than the Program might be selecting for. Participants described the ways in which interpersonal interactions and the social environment can deeply affect an expeditioner's experience of the station culture. Women in this study pointed to the connection between the overrepresentation of men in the expeditioner population and a potential male bias in station culture. These results extend the existing literature on person-culture fit in Antarctica. To conclude, I provide recommendations for diversifying the expeditioner applicant pool in Antarctica that can also be applied to the selection of other workforces in isolated, confined and extreme work environments, including space missions.

Sexual harassment is a common experience for women and those from other underrepresented groups in (white) male-dominated fields such as Science, Technology, Engineering, and Mathematics (STEM). Women are especially vulnerable to sexual harassment during remote scientific fieldwork. To date, most of the limited research on fieldwork harassment has focused on individual experiences. There is an urgent need for research on organizational approaches to fieldwork sexual harassment. This study fills this gap by examining sexual harassment prevention by National Antarctic Programs. It draws on a desktop analysis of 36 National Antarctic Program websites with a focus on the current availability and quality of sexual harassment policies and procedures in expeditioner handbooks/field manuals. Findings show that very few National Antarctic Programs make their expeditioner handbooks/field manuals publicly available (n = 9), and even fewer mention sexual harassment in the documentation or describe how to lodge a complaint (n = 3). This article concludes by offering some reasons as to why National Antarctic Programs may be neglecting this issue. It also provides practical recommendations for developing more substantive content in expeditioner handbooks/field manuals and for building inclusive fieldwork environments for a diverse range of expeditioners.

This study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations.

There is a widely held but scarcely challenged belief that most organizational changes fail, especially in mergers and acquisitions (M&A). Failure of M&A is often attributed to factors such as differences in organizational cultures, contested identities, perceived injustice, lack of trust, ineffective leadership and poor communication. A qualitative study was conducted in an acquiring company and two target companies to identify the criteria of a successful change, to explore perceptions of the degree of success of the acquisition(s) they had experienced, and to investigate the factors influencing these perceptions. The findings demonstrated that M&A can be considered successful when attention is paid, not only to integration of practices, but also to socio-cultural factors in managing M&A processes. The overall evaluation of these two acquisitions was that they had been successful. Implications for theory and practice include the possible differences between small- and large-scale M&A experiences.