ABSTRACT Brain injuries pose ongoing challenges that require robust self-management and support systems due to cognitive, emotional, and social impacts. Many patients now turn to social media for additional support, often relying on health communities where they can share experiences and seek advice. By offering emotional support and practical self-management strategies, these communities help patients improve their overall quality of life. This study conducts a comparative analysis of how the affordances of two types of social media health communities (small and closed vs. large and open) shape self-management strategies and interpersonal relationships for individuals with traumatic brain injuries. By analysing user engagement patterns and content shared within these communities, the study shows how different affordances contribute to different forms of support. The small, closed community fosters trust and privacy, encouraging deeper connections, tailored support, and a sense of safety. Conversely, the large, open community offers anonymity, a wider range of perspectives, and broader access to information, although interactions may lack personal depth. The study contributes to the literature on social media communities and health information technologies by deepening our understanding of how digital environments mediate support systems. The findings also provide insights for healthcare providers, patients’ families, and designers of social media communities.

This study investigates inherent tensions between social media participation and the ways of life in an Indigenous community and subsequent navigation approaches. Relying on an in‐depth qualitative study and the notion of two‐eyed seeing as a theoretical approach, the study focuses on the complex relationship between social media platform participation and the ways of life in a ‘Guarani’ Indigenous community in South America. This community successfully navigates tensions between participation on social media platforms and preserving their traditional ways of life. We contribute to two streams of literature. First, we contribute to the literature on digital platforms and indigeneity showing that social media use by Indigenous communities leads to specific tensions, as these communities try to balance the use of social media with their desire to preserve their ways of life and protect the natural environment and how they navigate these tensions. Second, we contribute to the literature in relation to digital platforms and non‐economic value as we unpack social and environmental value in the context of the Indigenous community and show that non‐economic value benefits multiple entities. Overall, we contribute to a deeper understanding of how Indigenous communities navigate tensions between participation on social media and their traditional way of life. Our study also offers practical insights into how policy makers and designers of social media platforms can better meet Indigenous communities' needs.

Purpose Lean Management (LM) is a process improvement approach with growing interest from healthcare organizations. Obtaining a culture of continuous improvement is a primary objective of LM, and a culture of continuous improvement indicates a mature LM approach, and here leadership plays a central role. However, a comprehensive overview of leadership activities influencing LM maturity is lacking. This study aims to identify leadership activities associated with continuous improvement and, thus, LM, maturity. Methods Following the PRISMA guidelines, a scoping literature review of peer-reviewed articles was conducted in twenty healthcare management journals. The search provided 466 articles published up until 2023. During the selection process, 23 studies were included in the review. The leadership activities related to continuous improvement maturity were identified using the grounded theory approach and data coding. Results The analysis highlighted a total of 58 leadership activities distributed across nine themes of LM leadership. Next, analysing leadership activities concerning the different maturity levels revealed three maturity stages: beginner, intermediate, and expert. Based on the findings, we propose a framework that guides suitable leadership activities at the various stages of LM maturity. The framework provides leaders in healthcare with a practical overview of actions to facilitate the growth of the LM approach, and the related propositions offer academics a theoretical basis for future studies. Conclusion This review presents the first comprehensive overview of LM leadership activities in relation to continuous improvement and LM maturity. To enhance LM maturity, leaders are encouraged to consider their leadership style, (clinical) stakeholder involvement, alignment with the organizational strategy, and their role in promoting employee autonomy.

Healthcare users and providers increasingly utilize social media to interact with one another. For a future understanding of when and how these interactions supplement or replace offline doctor-patient interactions, it is essential to understand who interacts, about what, and how these interactions can be categorized in a taxonomy. We draw on affordance theory and employ a mixed-methods approach to study social media interactions among healthcare users and providers. We first engage in qualitative content analysis, which is followed by cluster analysis. We identify five archetypal interactions and categorize these in a taxonomy that adds to current literature on how social media is utilized in the healthcare context. We also provide a clear and systematic overview of the interactions in different social media categories that can stimulate future research regarding doctor-patient interactions. Furthermore, we identify a new and distinct type of social media enabled interaction in healthcare, namely lifestyle support, focusing on prevention.

The term ‘digital’ concerns not only technology but also people. This chapter emphasises the necessity of adopting a digital entrepreneurial mindset when operating in a digitised world. The chapter proposes a definition of a digital entrepreneurial mindset that is rooted in cognitive psychology, organisation theory and entrepreneurship literature. We also focus on the five trends that are shaping the digital future: mobile computing, cloud computing, social media, the Internet of Things and Big Data. The chapter discusses the challenges and opportunities that pervasive digitalisation offers for designing new digital business models and changing interactions with customers. Discussing the success stories of Domino’s Tesco and Tate Art Galleries helps to examine data-driven, cloud-enabled, platform-centric business activities, for which developing a digital entrepreneurial mindset is the first step towards success in the digital age. Collectively, the aforementioned cases suggest that businesses that rely on a digital entrepreneurial mindset enjoy better financial performance. Both managers and employees in these companies have shown the inclination and ability to discover, evaluate and exploit opportunities emerging from digital technologies. This chapter also provides a practical guide for entrepreneurs on the steps they can take to encourage a digital entrepreneurial mindset throughout their entire organisations. Finally, we elaborate on the practical implications of adopting a digital entrepreneurial mindset and its impact on society.

Creativity has become one of the most important driving factors of today’s digital business environments. Businesses are increasingly looking for creative employees who can offer new and out-of-the-box solutions to existing problems. Companies go through the process of digital transformation by increasingly changing the ways in which they employ digital technologies and develop new digital business models that help to create and to capture value. Combined with a creative approach, companies have experienced a surge in creative digital solutions. However, the creative process is not a self-perpetuating mechanism. It must be initiated and supported by organizations. This is done by understanding the creative process itself and by making small but fruitful adjustments to the work environment and the overall management of the workforce. As three chosen real-life examples will illustrate, such approach results in unleashing powerful creative energy that offers new services to the market, new approaches to solving existing problems, or as seen in the case of Uber—bringing in a completely new business model based on creative solutions and innovative approaches to different aspects of business operations.