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Linda H. Aiken, Ph.D., FAAN, FRCN, RN (born July 29, 1943) is an American nurse and researcher who is currently the Founding Director for the Center for Health Outcomes and Policy Research and a Senior Fellow of the Leonard Davis Institute for Health Economics.
Social Work Research is a quarterly peer-reviewed academic journal covering social work. It was established in 1977 as Social Work Research and Abstracts, and in 1995, this split into two separate journals: Social Work Research and Social Work Abstracts. It is published by Oxford University Press as part of their partnership with the National ...
In social work, it is believed that every problem or request for help has an emotional component, and that the client has a need and right to express it. Controlled emotional response : The worker's sensitivity to the client's feelings, an understanding of the meaning of these feelings, and a purposeful, appropriate response.
According to the Journal Citation Reports, the journal has a 2016 impact factor of 0.604, ranking it 32nd out of 40 journals in the category "Social Work" [1] and 141st out of 145 in the category "Public, Environmental, & Occupational Health". [2]
From about 1980 to 2012, the foundation focused on a two-pronged effort to build training capacity and conduct research into different models of care for older adults at schools of medicine, nursing, and social work. [12] Its current programs aim to more directly impact the health of older adults. [2]
Qualitative Social Work is primarily aimed at those interested in qualitative research and evaluation and in qualitative approaches to practice. The journal provides a forum for debate on the nature of reflective inquiry and practice, emerging applications of critical realism in social work, the potential of social constructionist and narrative approaches to research and practice.
An underlying principle of stakeholder engagement is that stakeholders have the chance to influence the decision-making process. A key part of this is multistakeholder governance. This differentiates stakeholder engagement from communications processes that seek to issue a message or influence groups to agree with a decision that is already made.
Second, marginal stakeholders need external support. By virtue of their size and capacity, many marginal stakeholders have less slack resources to devote to interorganizational collaboration. Marginal stakeholders need coaching and development to be effective members of a referent organization. [10]