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The purpose of this manuscript is to examine the negotiations of health among low-wage migrant workers in Singapore amidst the COVID-19 outbreaks in dormitories housing them. In doing so, the manuscript attends to the ways in which human rights are constituted amidst labor and communicative rights, constituting the backdrop against which the pandemic outbreaks take place and the pandemic response is negotiated.

The study is part of a long-term culture-centered ethnography conducted with low-wage migrant workers in Singapore, seeking to build communicative infrastructures for rights-based advocacy and interventions.

The findings articulate the ways in which the outbreaks in dormitories housing low-wage migrant workers are constituted amidst structural contexts of organizing migrant work in Singapore. These structural contexts of extreme neoliberalism work catalyze capitalist accumulation through the exploitation of low-wage migrant workers. The poor living conditions that constitute the outbreak are situated in relationship to the absence of labor and communicative rights in Singapore. The absence of communicative rights and dignity to livelihood constitutes the context within which the COVID-19 outbreak emerges and the ways in which it is negotiated among low-wage migrant workers in Singapore.

This manuscript foregrounds the interplays of labor and communicative rights in the context of the health experiences of low-wage migrant workers amidst the pandemic. Even as COVID-19 has made visible the deeply unequal societies we inhabit, the manuscript suggests the relevance of turning to communicative rights as the basis for addressing these inequalities. It contributes to the extant literature on the culture-centered approach by depicting the ways in which a pandemic as a health crisis exacerbates the challenges to health and well-being among precarious workers.

The questions addressed by this review are: first, what are the guiding principles underlying efforts to stimulate sustained cultural change; second, what are the mechanisms by which these principles operate; and, finally, what are the contextual factors that influence the likelihood of these principles being effective? The paper aims to discuss these issues.

The authors conducted a literature review informed by rapid realist review methodology that examined how interventions interact with contexts and mechanisms to influence the sustainability of cultural change. Reference and expert panelists assisted in refining the research questions, systematically searching published and grey literature, and helping to identify interactions between interventions, mechanisms and contexts.

Six guiding principles were identified: align vision and action; make incremental changes within a comprehensive transformation strategy; foster distributed leadership; promote staff engagement; create collaborative relationships; and continuously assess and learn from change. These principles interact with contextual elements such as local power distributions, pre-existing values and beliefs and readiness to engage. Mechanisms influencing how these principles sustain cultural change include activation of a shared sense of urgency and fostering flexible levels of engagement.

The principles identified in this review, along with the contexts and mechanisms that influence their effectiveness, are useful domains for policy and practice leaders to explore when grappling with cultural change. These principles are sufficiently broad to allow local flexibilities in adoption and application.

This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.

The purpose of this paper is to investigate aspects of organizational culture among the nursing staff of public mental health services organizations in Cyprus. Specifically, highlights are provided of possible differences on the attitudes of nurses regarding actual and desired aspects of organizational culture with respect to demographic characteristics such as gender, years of service and experience.

A descriptive explanatory type survey study was conducted in all public mental health services organizations of Cyprus. Specifically, a questionnaire was given to a representative sample of the nursing population, and data were collected and analyzed. The survey questionnaire was based on the organizational culture profile (OCP) methodology. Statistical analysis was carried out using correlational analysis, t-tests and analysis of variance (ANOVA).

Results showed that there are significant discrepancies between the actual organizational culture and what is desired by staff members of public mental health services organizations in Cyprus. Further, significant differences are identified between actual and desired organizational culture moderated by the type of work, which is determined by the workplace.

Even though, organizational culture is a major research topic little has been done in the context of public mental healthcare organizations. Further, for the case of Cyprus, it is the first time that such a study is carried out. The results presented in this paper may provide the foundation for measures to be taken for improving the existing operation of public mental healthcare organizations.

The purpose of this paper is to identify if aspects of organizational culture may indicate a new terrain in the cultural influences‐quality healthcare relationship. This research stems from the author's belief that viewing the role of head of department or directorate as pivotal to health care management is critical to health care planning and quality healthcare delivery.

Interviews were undertaken among 50 professional clinician and non‐clinician managers working in the role of head of department, in acute care hospitals in Ireland. The sample was drawn from the total population of 850 managers, utilized in a previous survey study.

Organizational culture is more complex than was previously thought. Several cultural influences such as excellence in care delivery, ethical values, involvement, professionalism, value‐for‐money, cost of care, commitment to quality and strategic thinking were found to be key cultural determinants in quality care delivery.

Health care managers perceive that in order to deliver quality focused care they need to act in a professional, committed manner and to place excellence at the forefront of care delivery, whilst at the same time being capable of managing the tensions that exist between cost effectiveness and quality of care. These tensions require further research in order to determine if quality of care is affected in a negative manner by those tensions.

Originality relates to the new cultural terrain presented in this paper that recognizes the potential of health service managers to influence the organizations' culture and through this influence to take a greater part in ensuring that quality health care is delivered to their patients. It also seems to be important that value‐for‐money is viewed as an ethical means of delivering healthcare, and not as a conflict between quality and cost.

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.

The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.

The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.

This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.

This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

The purpose of this paper is to extend awareness that workplace bullying impacts on the health of individuals both within and outside the workplace and that there are implications for workplace health management.

The paper contextualises the problem of workplace bullying and workplace health management and introduces the five articles in the special issue.

Workplace health management is becoming more prominent in some organizations and workplace health management, and a corporate culture based on partnership, trust and respect, offers considerable potential to move the agenda forward. Moreover, there appears to be a paucity of knowledge available as to how workplace health management strategies and programmes impact on organizational culture and assembling and sharing such a knowledge base could be a useful step.

Further research is required to extend the studies presented and to address workplace bullying from the perspective of workplace health management.

Research is required to explore the extent to which the potential of workplace health management programmes to impact positively on corporate approaches to bullying and harassment has been realised and how those programmes have influenced corporate culture.

A partnership approach to knowledge creation and sharing has the most potential for successful outcomes and accords closely with the inferred ideals of the Luxembourg Declaration for Workplace Health promotion.

The paper addresses a perceived gap in the literature linking workplace bullying to the impact on individual health and the implications for workplace health management.

This paper aims to provide a literature review of corporate wellness programs to develop recommendations for effective internal marketing of healthy behaviors in work environments.

A review of research literature published since 2000 addresses corporate wellness programs’ justifications and best program design practices.

Corporate and employee benefits documented in the literature are reviewed and best practices from published literature are identified to guide the design of wellness programs. These include framing clear messages, alignment of corporate culture and business strategy with wellness program goals, senior leader support, clear objectives and evaluation, incorporation of peer support and enjoyable activities, utilization of effective priming for healthy choices and consideration of legal and ethical incentives.

Further research is needed, including how to frame messages for diverse work groups, how to carry out effective program assessments, what types of marketing appeals are effective, what wellness activities lead to healthy behavior change and how is increased employee productivity related to quality of life. Additional questions include how priming encourages healthy behaviors, what promotes healthy workplace cultures and what social marketing appeals promote healthy behaviors.

Senior managers can implement findings to create effective wellness programs benefiting employees and firms through improved employee health and productivity and reduced corporate health-care costs.

Effective wellness programs reduce overall health-care costs for society and provide improved participants’ quality of work, personal and family life.

This research uniquely applies internal marketing, social marketing and marketing exchange concepts to best practices from the wellness literature and applies these to recommendations for effective corporate-based wellness programs.

The research on the health benefits of intensive engagement with creative and cultural activities through art therapy and workshops led by artists is well recognised in the literature on cultural impact. In general, this engagement involves small numbers and, in the current climate, is unlikely to receive sufficient investment to make a difference at a population level. Less recognised is an emerging field of epidemiological research on the health impact of ‘general cultural attendance’. This provides evidence that simply going to a museum, art gallery, film or concert on a regular basis increases longevity, and that culture is a separate variable. This article summarises this evidence and looks at the strategic implications for cultural organisations from the perspective of a practitioner. If cultural attendance can help address health inequalities, and if the best way to overcome the psychological and social barriers to cultural attendance is personal contact with a trusted guide, the article outlines a system where voluntary and statutory organisations can refer people to cultural organisations who might benefit from them. The former would need to be able to guarantee a high quality and friendly welcome that recognises the needs of first‐time users from excluded groups. Developed among a network of cultural organisations with voluntary and public sector partners, such a system could reach sufficient numbers to have a health impact on a population level.

The emphasis on outcomes rather than process is an area that is receiving significant attention across the delivery of public sector services, and the question ‘so what?’ is increasingly being asked of service providers. With service user self‐direction being the focus of both provision and commissioning over the coming years, there will be an increasing need to justify the delivery and development of social care in terms of the end result. Strong leadership and vision is required across the public sector if this change, in both organisational culture and service user expectation, is to be achieved.Leadership as both a competency and an organisational function has been well researched within health and social care. The literature largely points towards the need for clarity and strength within the strategic vision, especially when considering the management of change and multifaceted partnerships, both of which are crucial to the delivery of social care outcomes. The actual detail of the outcome framework, and the means by which it can be measured and quantified, is still an area of debate, and as such the aim here is to highlight some of the benefits and barriers that may be faced as the reform of the social care system evolves, with a specific focus on the impact that leadership can have on the delivery of an outcome‐focused mental health social care serviceThe analysis of outcome‐focused organisations is a relatively new concept in health and social care, and as such this paper seeks to debate the evidence in terms of whether leadership contributes to better service user outcomes in mental health social care. Dynamics within organisations, professions and with service users are all key considerations in the achievement of positive outcomes, and the role of the leader is to empower the staff group to power share and move towards co‐production in order to embed choice, control and service user contribution in the overall philosophy and culture of mental health service provision and developments.The overall conclusions of this paper are that leadership is important in terms of shaping services, ensuring governance and promoting innovation, and as a result it is possible to suggest that leadership and positive outcomes do have a direct correlation.

This paper examines how cultural holes that exist at the intersection of institutional fields influence the exploitation of entrepreneurial opportunities. Through an exploration of physician-founded ambulatory surgery centers in the United States, we examine how the presence of cultural holes presented doctors with alternative beliefs, values, and practices to overcome the cultural constraints around entrepreneurship within the medical profession. In doing so, this study extends cultural entrepreneurship research by bringing cultural holes to the forefront, empirically showing how they facilitate entrepreneurial action and proposing other contexts where cultural holes may affect entrepreneurial actions and outcomes.