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Highlights¥ The central premises of the ecocentric organisation literature are identified. ¥ Three essential qualities of objects for ecocentric theorising are proposed. ¥ The implications for ecological practice and theory are discussed. ¥ It is concluded that a new ontology is needed in the Anthropocene. AbstractAs a response to anthropogenic ecological problems, a group of organisation scholars have acknowledged the importance of ecocentric theorising that takes materiality and non-human objects seriously. The purpose of this article is to examine the philosophical basis of ecocentric organisation studies and develop an ontological outline for ecocentric theorising in the Anthropocene. The paper identifies the central premises of ecocentric organisations from the previous literature, and complements the theory with a set of ontological qualities common to all objects. The study draws on recent advances in object-oriented and ecological philosophies to present three essential qualities of objects, namely autonomy, uniqueness, and intrinsicality. The paper discusses how these qualities are critical in reclaiming the lost credibility and practical relevance of ! ! 2 ecocentrism in both organisational theory and the sustainability sciences in general. To organise human activities in a sustainable manner in the new geological era, a new ontology is needed that not only includes materiality and non-humans in the analysis, but also leads to an ecologically and ethically broader understanding of ecospheric beings and their relationships.

This paper introduces a metatheoretical, contingency-based framework of interorganizational network management. This framework links together the discussion on the manageability of networks and extant literature on the functions, tasks, and actor roles in network management. The paper defines and discusses four basic network management functions -labeled tentatively as framing, activating, mobilizing, and synthesizing -that are suggested to be universal to all networks, including strategic nets, markets as networks or macro networks, as well as social networks. It is further suggested that management tasks, derived from the more general management functions and contingent upon the characteristics of the network, differ between different types of networks. Finally, the paper discusses the managerial roles that different actors in a network can adopt depending on their resources and capabilities. In spite of its preliminary nature the paper is seen to make a significant contribution in clarifying the extant discussion of management in a network context.

Regardless of community pharmacists' contributions to interventions, medication review interventions seem to reduce drug-related problems and increase medication adherence. More well-designed, rigorous studies with more sensitive and specific outcomes measures need to be conducted to assess the effect of community pharmacists' contributions to reviewing medications and improving the health of older adults.

ObjectiveThe Finnish Medicines Agency (Fimea) initiated a programme in 2012 for enhancing interprofessional networking in the medication management of the aged. The goal is to develop national guidelines for interprofessional collaboration with respect to medication management. This study aims to explore the challenges and potential solutions experienced by existing health care teams in managing medication of the aged: (1) at the individual and team level (micro level), (2) organisational level (meso level) and (3) structural level (macro level).DesignGroup discussions (n = 10), pair (n = 3) and individual interviews (n = 2). Abductive content analysis combining data and theory was applied. Networking was used as a theoretical framework.SettingMeetings (n = 15) organised by Fimea in the formation phase of the interprofessional network in 2012.SubjectsHealth care professionals (n = 55).Main outcome measuresChallenges and solutions in the medication management of the aged at the micro, meso and macro levels.ResultsChallenges in interprofessional collaboration, problems with patient record systems, and the organisation of work and lack of resources were present at all the levels contributing to patients’ medication problems. Participants suggested multiple potential solutions to improve interprofessional collaboration, sharing of tasks and responsibilities, better exploitation of pharmaceutical knowledge and developing tools as being the most commonly mentioned.ConclusionsOptimising medication use of the aged requires new systemic solutions within and between different system levels. The main challenges can be solved by clarifying responsibilities, enhancing communication and applying operational models that involve pharmacists and the use of information technology in medication management. KEY POINTSAn interprofessional team approach has been suggested as a solution to promote rational medicine use among the aged.Fragmented health care system and lack of coordinated patient care are reasons for medication related problems of the aged.Challenges in the implementation of interprofessional collaboration in medication management appear in legislation, information systems, operational models and individuals’ attitudes.Optimising medications requires better interprofessional networking and new systemic solutions within and between macro, meso and micro levels.