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Aim: This qualitative study investigates how the Electronic Patient-Reported Outcome (ePRO) mobile application and portal system, designed to capture patient-reported measures to support self-management, affected primary care provider workflows. Background: The Canadian health system is facing an ageing population that is living with chronic disease. Disruptive innovations like mobile health technologies can help to support health system transformation needed to better meet the multifaceted needs of the complex care patient. However, there are challenges with implementing these technologies in primary care settings, in particular the effect on primary care provider workflows. Methods: Over a six-week period interdisciplinary primary care providers (n = 6) and their complex care patients (n = 12), used the ePRO mobile application and portal to collaboratively goal-set, manage care plans, and support self-management using patient-reported measures. Secondary thematic analysis of focus groups, training sessions, and issue tracker reports captured user experiences at a Toronto area Family Health Team from October 2014 to January 2015. Findings: Key issues raised by providers included: liability concerns associated with remote monitoring, increased documentation activities due to a lack of interoperability between the app and the electronic patient record, increased provider anxiety with regard to the potential for the app to disrupt and infringe upon appointment time, and increased demands for patient engagement. Primary care providers reported the app helped to focus care plans and to begin a collaborative conversation on goal-setting. However, throughout our investigation we found a high level of provider resistance evidenced by consistent attempts to shift the app towards fitting with existing workflows rather than adapting much of their behaviour. As health systems seek innovative and disruptive models to better serve this complex patient population, provider change resistance will need to be addressed. New models and technologies cannot be disruptive in an environment that is resisting change.

Builds a relevant model(s) of SME international marketing given the lack of well‐accepted theories to date. Twelve case study firms were analysed using a semi‐structured survey protocol. Five of the cases are described in depth in the text and summaries are given of the other seven. Four features including niche market power and control over client and agent selection are used to define the two models that emerged from our study: a sales‐driven model and a relationship‐driven model. Four firms were attributed to the sales‐driven model, including firms that have been exporting for a long time. The paper breaks new ground by attempting to develop holistic models of SME international marketing, but importantly in a way that is firmly grounded in the operations, decisions and behaviour of real‐world SMEs.

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This paper investigates how joint venture parents interact in light of the JV dilemma, the need to act for joint gains while protecting one's own interests. Partial least squares (PLS) analysis is used to assess the proposed model which contends that parent compatibility is related to levels of cooperation and competition, which in turn affect venture performance. The key findings were that: (a) compatibility was positively linked with cooperation, which was associated with better JV performance, and (b) competitive behaviours were not significantly linked to performance. Résumé Cette dissertation a pour sujet une enquěte sur l'interaction des maisons mères des entreprises en vue du dilemme des entreprises en commun (JV Dilemma), le besoin d'une action dirigée envers les gains communs tout en protegeant une zone d'intérět. L'analyse Partial Least Squares (PLS) est utilitsée pour l'évaluation du modèle proposé qui soutient que la compatibilité des maisons mères est reliée au niveau de la coopération et la compétition qui à son tour affecte la perfomance de l'entreprise. Les cléfs de ces constatations sont (a) que la compatibilité était positivement liée 4aG la cooperation qui était associées avec une meilleure performance JV (entreprises en commun), et (b) les comportements com‐pétitifs n 'étaient pas liés significativement à la performance.