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Post-operative pain exacts a high toll from patients, families, healthcare professionals and healthcare systems worldwide. PAIN-OUT is a research project funded by the European Union's 7th Framework Program designed to develop effective, evidence-based approaches to improve pain management after surgery, including creating a registry for feedback, benchmarking and decision support. In preparation for PAIN-OUT, we conducted a pilot study to evaluate the feasibility of international data collection with feedback to participating sites. Adult orthopaedic or general surgery patients consented to participate between May and October 2008 at 14 collaborating hospitals in 13 countries. Project staff collected patient-reported outcomes and process data from 688 patients and entered the data into an online database. Project staff in 10 institutions met the enrolment criteria of collecting data from at least 50 patients. The completeness and quality of the data, as assessed by rate of missing data, were acceptable; only 2% of process data and 0.06% of patient-reported outcome data were missing. Participating institutions received access to select items as Web-based feedback comparing their outcomes to those of the other sites, presented anonymously. We achieved proof of concept because staff and patients in all 14 sites cooperated well despite marked differences in cultures, nationalities and languages, and a central database management team was able to provide valuable feedback to all.

Purpose The aim of this study is to advance research on the position of the CISO by investigating the role that CISOs play before and after an IT security breach. There is a dearth of academic research literature on the role of a chief information security officer (CISO) in the management of Information Technology (IT) security. The limited research literature exists despite the increasing number and complexity of IT security breaches that lead to significant erosions in business value. Design/methodology/approach The study makes use of content analysis and agency theory to explore a sample of US firms that experienced IT security breaches between 2009 and 2015 and how these firms reacted to the IT security breaches. Findings The results indicate that following the IT security breaches, a number of the impacted firms adopted a reactive plan that entailed a re-organization of the existing IT security strategy and the hiring of a CISO. Also, there is no consensus on the CISO reporting structure since most of the firms that hired a CISO for the first time had the CISO report either to the Chief Executive Officer or Chief Information Officer. Research limitations/implications The findings will inform researchers, IT educators and industry practitioners on the roles of CISOs as well as advance research on how to mitigate IT security vulnerabilities. Originality/value The need for research that advances an understanding of how to effectively manage the security of IT resources is timely and is driven by the growing frequency and sophistication of the IT security breaches as well as the significant direct and indirect costs incurred by both the affected firms and their stakeholders.

Purpose There are two main industry-sanctioned enterprise risk management (ERM) models, that is, COSO 2004 and ISO 31000:2009, that firms refer to when implementing ERM programs. Taken together, the two ERM models specify that firms should implement ERM programs to meet a strategic need, improve operations and reporting or to comply with government regulations or industry best practices. In addition, the focus of ERM implementation should be either the subsidiary, business unit, division, firm/entity or global level. The purpose of this study is to investigate whether firms are aligning their ERM implementations with these tenets: strategy, operations, reporting, compliance and the level of implementation. Design/methodology/approach The proxy for ERM implementation is the hiring of a Chief Risk Officer (CRO). The research data come from a sample of 122 US firms that issued a press release following the hiring of a CRO between 2010 and 2014. The press releases were retrieved and aggregated through content analysis in LexisNexis Academic. Findings The results reveal that many ERM implementations are occurring at the firm/entity level, and with the exception of reporting, firms consider ERM to be a strategic firm resource capable of improving business operations and compliance initiatives. Originality/value There is a dearth of research studies specifically investigating whether ERM programs adopted by firms are aligned with the specification of COSO 2004 and ISO 31000:2009 frameworks. The apparent lack of a clear understanding of the alignment between the firm ERM programs and the industry’s ERM frameworks may limit the development and implementation of ERM and the eventual realization of the benefits associated with a successful ERM implementation.