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[...]the Every Woman Every Child movement attracted more than US$60 billion dollars to women's and children's health between 2010 and 2015, with commitments from over 300 partners.6 The movement has spurred partnership mechanisms to support country-led implementation of the global strategy (2016-2030) - including the Global Financing Facility in support of Every Woman Every Child, the Innovation Marketplace, Unified Accountability Framework and the UN system's health agencies' H6 partnership.1 The global strategy (2016-2030) recognizes that human rights and other fundamental development principles - such as equity, community ownership and development effectiveness - are drivers of transformative change.1 In Peru, principles of equity underpinned a programme of poverty mapping to identify and prioritize reaching poor, rural and indigenous populations with social protection programmes and culturally appropriate, affordable care.7 In Kenya, the institutionalization of human rights principles is benefiting women's health following complaints alleging systematic violation of women's reproductive health rights in health facilities.

Climate change is the greatest challenge of our century. Children, adolescents, and youth will bear the most severe impacts, physically, socially, economically, and psychologically. In response to this immense threat and to the failure of international climate negotiations to date, young people are taking to the streets and using global fora to call for climate justice. While these protests have received much attention, there has been limited examination of these and other youth-led efforts through the lens of a human rights-based approach and its operational principles: participation, equality and nondiscrimination, accountability, and transparency. This paper draws from academic and gray literature, as well as the authors’ experience as practitioners and young activists, to argue that young people, by promoting human rights-based operational principles at the international, national, and local levels, are pioneering a human rights-based approach to climate change. The paper concludes by suggesting how policy makers can support and empower young people to advance an explicit human rights-based agenda, while concurrently translating human rights-based operational principles into climate change policies and practice.

A BMJ collection urges decision makers to reverse decades of neglect

Implementing the updated global strategy means effective leadership, nationally and sub-nationally—requiring country led health plans, partnerships, accountability, advocacy, and collective action at all levels, say C K Mishra and colleagues

Climate change is the greatest challenge of our century. Children, adolescents, and youth will bear the most severe impacts, physically, socially, economically, and psychologically. In response to this immense threat and to the failure of international climate negotiations to date, young people are taking to the streets and using global fora to call for climate justice. While these protests have received much attention, there has been limited examination of these and other youth-led efforts through the lens of a human rights-based approach and its operational principles: participation, equality and nondiscrimination, accountability, and transparency. This paper draws from academic and gray literature, as well as the authors’ experience as practitioners and young activists, to argue that young people, by promoting human rights-based operational principles at the international, national, and local levels, are pioneering a human rights-based approach to climate change. The paper concludes by suggesting how policy makers can support and empower young people to advance an explicit human rights-based agenda, while concurrently translating human rights-based operational principles into climate change policies and practice.

Reflecting on Storeng and Béhague (“Lives in the balance”: the politics of integration in the Partnership for Maternal, Newborn and Child Health. Health Policy and Planning Storeng and Béhague (2016).) historical ethnography of the Partnership for Maternal, Newborn and Child Health (PMNCH), this commentary provides a more current account of PMNCH’s trajectory since its inception in 2005. It highlights PMNCH’s distinct characteristics and how it is positioned to play an instrumental role in the current global health landscape. Réflexion sur la publication de Storeng et Béhague («Lives in the balance» (Des vies en jeu): la politique d’intégration dans le Partenariat pour la santé maternelle, néonatale et infantile. Politique et planification sanitaires Storeng et Béhague (2016).) Ethnographie historique du Partenariat pour la santé maternelle, néonatale et infantile (PMNCH), ce commentaire fournit un compte-rendu plus actuel de la trajectoire du PMNCH depuis sa création en 2005. Il met en évidence les caractéristiques spécifiques du PMNCH et son positionnement pour jouer un rôle important dans le paysage de la santé mondiale d‘aujourd’hui. 本评论从Storeng和Be’hague关于孕产妇、新生儿和儿童健康 合作伙伴关系 （PMNCH） 的历史民族志研究出发[“平衡中的 生活”：孕产妇、新生儿和儿童健康合作伙伴关系中的整合的 政治。卫生政策与筹资 （2016）], 描述了PMNCH自2005年 发端后的历程。本文突出了PMNCH的明显特征, 强调其如何 在目前的全球卫生版图中发挥作用。 Reflexionando sobre Storeng y Béhague [“Vive en el equilibrio”: las políticas de integración en la Asociación para la Salud Materna, del Recién Nacido y del Niño. Health Policy and Planning, Storeng y Béhague (2016).] la etnografía histórica de la Asociación para la Salud Materna, del Recién Nacido y del Niño (ASMRNN), este comentario ofrece una visión ms actual de la trayectoria de la ASMRNN desde su inicio en 2005. Este destaca distintas características de la ASMRNN y cómo est posicionada para desempeñar un papel instrumental en el panorama actual de la salud mundial.

PurposeThe study aims to understand enterprise social media usage at work and explore its impact on employee outcomes, particularly learning behaviors. The scope of the paper is limited to organizationally facilitated enterprise social media (ESM) used internally for workplace communication and draws upon ESM affordances highlighted by the theory of communication visibility.Design/methodology/approachThe study used a qualitative research design based on Miles and Huberman framework (1994) as the research question was exploratory in nature. Thematic analysis was conducted using QSR-NVivo to arrive at the dominant themes and to understand their relationship between enterprise social media use at work. Each emergent theme was generated from the behavioral indicators labelled as nodes. Drawing on qualitative data, the study explored the lived-in experiences of employees using enterprise social media for workplace interactions.FindingsThe thematic analysis using QSR-NVivo provided qualitative evidence for the phenomenon of enterprise social media use in the form of four emergent themes: patterns of enterprise social media usage by employees, employees' informal learning behaviors, employee social capital and organizational learning capability.Research limitations/implicationsThe study provides theoretical insights into the lived-in experiences of employees using ESM at work and unravel thematic behavioral impact on their learning, social capital and organizational learning capability. The findings of this study support recent research work on impact of ESM on knowledge sharing behaviors (see Sun et al., 2019) and other significant work on co-creation of knowledge (see Wagner et al., 2014). Thus, adding to the body of knowledge management literature.Practical implicationsThis study provides evidence for the role of enterprise social media in developing organizational learning capability by offering support and platform for employees' informal learning and building their social capital. Thus, organizations should leverage enterprise social media not only a social networking tool but more as a strategic learning resource. Hence, organizational leaders must encourage employees to be involved on such platforms in order to promote their informal learning. Also, this study captures the role of employee social capital in explaining the enterprise social media, informal learning and organizational learning capability relationship. This shows that enterprise social media can help employees to learn informally when they have good relationships. Hence, this study provides implications for both HR and IT managers and consultants who plan to implement technology for collaborative purposes, should not undermine the importance of building employee social capital. Only then can they utilize the potential of ESM as a learning tool. Last, this research may also influence the general attitude towards social media use at work and further impact the design and implementation of organizational social media policies.Originality/valueThe paper is novel as the qualitative investigation offers deeper insights into the impact of ESM usage on employee and organizational learning behaviors. The paper draws on theoretical underpinnings to present useful linkages between emergent concepts and makes valuable contribution to the literature on enterprise social media use and learning at work.