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It is generally accepted that massage can provide a lot of benefits to human health, especially for the brain functions. Little is known about the effect of unilateral massage on the brain activities. Nowadays, Swedish massage is a modern massage technique that is popular in both treatment and research fields. The purpose of this paper is to investigate the effect of unilateral Swedish massage on brain activities with electroencephalography (EEG) recording.

In total, 18 healthy adult participants (5 men, 13 women) aged between 22 and 36 years were massaged over one side of arm, forearm, hand, neck and face. Then the same procedures were repeated to another side of the body. EEG was recorded before (baseline) and during each massage condition. The absolute power of four common brain waves consisting of δ (0.5-4 Hz), θ (4-8 Hz), α (8-13 Hz), and β activities (13-30 Hz) from the quantitative EEG analysis between baseline and each massage condition were used to compare with the paired t-test.

The study found the reduction of δ and θ powers over bilateral frontal, fronto-central, and central areas. The increments of α power over the similar brain areas were also observed. These findings indicated the generalized effect of unilateral Swedish massage for inducing relaxation. Moreover, the significant reduction of β power was also found over right central area when left-arm massage was applied. This finding revealed the initial inhibitory effect of Swedish massage over right somatosensory cortex that received sensory stimulation through massage from left side of the body.

Unilateral Swedish massage induced the inhibitory effect at the contralateral somatosensory cortex and then produced the generalized effect which is compatible with relaxation.

Effective leadership is critical in driving innovation and success in organisations, particularly in today’s rapidly changing environment. However, achieving effective leadership at all levels of the organisation can be challenging. This chapter argues that understanding how the brain functions is essential for innovation leaders to achieve positive results and higher rates of success in their projects. By analysing relevant research on neuroscientific functioning patterns and developing interventions based on these foundations, this chapter establishes that the brain’s self-organising ability and cognitive processing systems offer valuable insights for effective innovation leadership. Based on neuroscientific evidence this chapter concludes that effective innovation leadership should focus on inviting others to engaged co-creation, rather than directing others to perform specific tasks as if they were ‘a prolonged arm’. Additionally, effective innovation leadership integrates insights from information processing in the brain by providing behavioural-oriented impulses that activate the brain, enabling individuals to maintain focus, restore motivation or emotional stability, enhance mood and confidence, and increase cognitive flexibility. Evidence-based interventions range from structured breaks to powernapping and walking. The importance of self-leadership is stressed throughout the chapter. By deriving solutions from an understanding of how the brain functions, interventions that may have been known for a long time can become evidence-based and optimised for use in organisations. Future research could explore the intersection of neuro- and behavioural science with leadership to further innovate organisational principles.

An anonymous Chinese quotation aptly describes the state of mind of many of us today. About 1,000 years ago, it was said, “When a big fish is pulled from the water, it flops about wildly to find its way back in. The fish never asks where the next flip or flop will take it; it senses only that its present position is intolerable and something else must be tried.” In the face of our current turbulent environment, many businesses are flipping and flopping about because they do not understand what is causing the turbulence. By borrowing concepts from two of the physical sciences, geology and biology, I believe we can begin to understand the forces that are driving this environmental turbulence.

It has been stated that the '60s was the age of corporate planning, the '70s the age of strategic planning and the '80s will be the age of strategic management. What then could be the cause or causes of such a change? How could strategic management be defined and, most important, how could it be achieved?

Presents another fictitious conversation by the author’s two heroes ‐ corporate MD Melvyn Dunrong and his quality consultant Thomas Quentin Makepeace ‐ to illustrate various points about TQM. In this discussion, the example of an old steam railway locomotive is the catalyst to generating an understanding of how companies must be flexible and adapt to changing environments ‐ and especially customers’ changing expectations of product and service quality

This paper surveys theoretical and practical issues associated with a particular type of information retrieval problem, namely that where the information need is pictorial. The paper is contextualised by the notion of a visually stimulated society, in which the ease of record creation and transmission in the visual medium is contrasted with the difficulty of gaining effective subject access to the world's stores of such records. The technological developments which, in casting the visual image in electronic form, have contributed so significantly to its availability are reviewed briefly, as a prelude to the main thrust of the paper. Concentrating on still and moving pictorial forms of the visual image, the paper dwells on issues related to the subject indexing of pictorial material and discusses four models of pictorial information retrieval corresponding with permutations of the verbal and visual modes for the representation of picture content and of information need.

The aim of this study is to understand the level of discrimination against academic staff in a Turkish and an Azerbaijani university. This research is the last stage of a four‐stage study.

In the first part of the study, the areas of discrimination in universities were determined using approaches related to general discrimination mentioned in the literature. In the second part, a survey was developed to measure the areas of discrimination determined by ethnographic research. In the course of the third part of the study, the discrimination level directed at academic staff in higher education in Turkey was determined. In this last part of the research, the discrimination level in Azerbaijan is analyzed and compared with the results gathered in Turkey. In order to increase the rate of reply to the survey questions, a web page was included in the Baskent University web site (see www.baskent.edu.tr/ ∼ anket) which targeted people were asked to reply to. A total of 220 instructors – 98 of whom were Turkish and 122 Azerbaijani – replied to the survey.

For each factor, the averages of academic staff were obtained, the difference between averages was determined, and the significance of the differences between averages was tested. Although the results show that Azerbaijani instructors face more discrimination, the average response of Turkish instructors is not low and should not be ignored.

The basic problems that instructors come across occur because of a lack of professional management principles and the classical characteristics of the organizational structure.

In this study, workplace spirituality is discussed in the context of remote work and the COVID-19 pandemic. First, the focus is on the changes in the meaning and function of employees in the organization during the evolutionary process of industrialization and management paradigms. Afterward, conceptual frameworks for spirituality and workplace spirituality are presented, and in the last section, academic studies that deal with workplace spirituality with distance or hybrid work arrangements are included. Early studies offer insights and recommendations on conceptualizing, developing, and managing workplace spirituality. They all emphasize that spirituality is necessary for remote work as a tool to overcome stress and mental health problems and increase employee well-being. Unfortunately, the remote work and workplace spirituality literature is relatively narrow and needs to be expanded.