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For the past eight years the Centre for Corporate Strategy and Change has conducted a major stream of research looking at service change in the NHS and aspects of the implementation of the NHS reforms (Pettigrew, Ferlie and McKee, Ashburner, Ferlie and Fitzgerald, Bennett and Pettigrew, Ferlie and Bennett). This paper is based on the emerging findings from a new empirical study of the development of the process of contracting in the NHS.

Discusses factors emerging from research into the management and organizational processes involved in developing services for HIV/AIDS which affected the speed and character of the response made by health authorities. An early response was promoted by perceived high local prevalence, an existing service infrastructure, and high status individuals “championing” the issue and helping to foster a mobilizing sense of crisis. Responses were shaped by the diverse interests and perspectives of those developing services; the lack of established guidelines for treatment and service delivery; and ring‐fenced funding. The idiosyncratic nature of initial service development has sometimes made later strategic choices difficult. Argues that if the momentum of service development is to be sustained, HIV/AIDS needs to be integrated into mainstream service provision and managers need improved information about local prevalence and the evaluation of service initiatives.

Discusses factors emerging from research into the management and organizational processes involved in developing services for HIV/AIDS which affected the speed and character of the response made by health authorities. An early response was promoted by perceived high local prevalence, an existing service infrastructure, and high status individuals “championing” the issue and helping to foster a mobilizing sense of crisis. Responses were shaped by the diverse interests and perspectives of those developing services; the lack of established guidelines for treatment and service delivery, and ring‐fenced funding. The idiosyncratic nature of initial service development has sometimes made later strategic choices difficult. If the momentum of service development is to be sustained, HIV/AIDS needs to be integrated into mainstream service provision and managers need improved information about local prevalence and evaluation of service initiatives.

There is much agreement in the literature that reflection on practice is critically important for the full development and ongoing learning of professionals. The methods of reflection on professional practice reported to date have been developed primarily in the context of professional education in group settings led by a tutor. Research is underway into ways in which managers can be developed as learning facilitators in the workplace. However, there are increasing limitations on the significance of this approach to the continuing development of professionals. The research reported here shows that in‐depth research interviews with professionals to investigate their work and learning can play an important part in supporting their reflection in‐depth on their practice. An analysis of the processes involved, and the characteristics of the three research interviewers involved, indicates that human resource development professionals could be trained for the role of learning facilitators of professionals through 1:1 discourse in the form of in‐depth interviews.

This study aims to understand the consequences of the decision by some hotels during the COVID-19 pandemic to contract their accommodation to be used as managed isolation and quarantine (MIQ) facilities. Specifically, this study aims to understand the impact of this decision in terms of corporate brand image, brand loyalty, negative word of mouth (NWOM) and purchase intention.

Data were collected through a quasi-experimental research design and was analysed through a t-test.

This study hypothesises that the use of a hotel brand as a COVID-19 MIQ facility will be detrimental to its corporate brand image because of the expectation disconfirmation theory and attribution theory, thus reducing brand loyalty and increasing NWOM. The result supports the hypotheses.

This study does not factor in a time period for the observed effects. While the results indicate that hotels used for MIQ purposes have reduced corporate brand image, brand loyalty and purchase intention, this study does not establish the duration of the damage.

This study provides insight into consumers' perceptions of hotel brands that served as COVID-19 MIQ facilities. The originality lies in the discovery that the decision by hoteliers to opt to use their facilities for COVID-19 MIQ facilities was detrimental to corporate brand image and brand loyalty.

This paper aims to outline the role of brands as relationship builders and to offer a better understanding of the recent developments and key literature in the area of consumer–brand relationships.

This paper is an editorial based mainly on a literature review on consumer–brand relationships. It uses the sentiment range and passion intensity to position various brand relationship constructs. This work follows the same bibliometric-analysis approach used by Fetscherin and Heinrich (2014) and looked for publications in the Web of Science on brand relationships, with reference to Fournier’s (1998) seminal work and data collected for the period between January 2010 and November 2018.

First, this work presents the key consumer–brand relationship terms and positions the work on brand love, brand like, brand hate, brand dislike and brand indifference. In addition, the bibliometric analysis offers a number of insights into the current state of the academic research in the area of consumer–brand relationships, including a clear indication that the research on consumer–brand relationships is increasing.

This work and the whole special issue together help in the understanding of brands as relationship builders, clearly explaining the continuum from strong positive or negative relationships with brands to no relationship with brands and the current state of research in the area.

This paper aims to identify the well-being outcomes of a social prescribing model set within a secondary mental health service recovery pathway and understand the key characteristics of a social prescribing referral for producing these outcomes.

A qualitative case study of one mental health social prescribing service with three nested case studies of social prescribing providers. Semi-structured interviews were undertaken with commissioners, providers and patients (n = 20) and analysed thematically.

Social prescribing makes a positive contribution to emotional, psychological and social well-being for patients of secondary mental health services. A key enabling mechanism of the social prescribing model was the supportive discharge pathway which provided opportunities for sustained engagement in community activities, including participation in peer-to-peer support networks and volunteering.

More in-depth research is required to fully understand when, for whom and in what circumstances social prescribing is effective for patients of secondary mental health services.

A supported social prescribing referral, embedded within a recovery focussed secondary mental health service pathway, offers a valuable accompaniment to traditional approaches. Current social prescribing policy is focussed on increasing the number of link workers in primary care, but this study highlights the importance models embedded within secondary care and of funding VCSE organisations to receive referrals and provide pathways for long-term engagement, enabling positive outcomes to be sustained.

Social prescribing is widely advocated in policy and practice but there are few examples of social prescribing models having been developed in secondary mental health services, and no published academic studies that everybody are aware of.

Trying to persuade the world's airlines to buy Concorde is a task for which BAC sought the guidance of Weybridge‐based consultants, Marketing and Manpower International. MMI believes that sales approach, whether the product is an aircraft or a can of beans, is basically the same‐telling the customer what he can get out of it rather than what the maker put into it. Chris Phillips reports.