Search results

This paper gives a picture of the development of four new roles in mental health over a two‐year period. It draws on data from the national mapping project to provide a unique perspective on the emergence of the roles of support, time and recovery workers, gateway workers, carer support workers and community development workers for black and minority ethnic communities. The tracking of such roles on a national level reveals a number of issues, in particular the need for clarity of terms if there is to be an undisputed understanding of what mental health services are provided and by whom.

This paper describes how psychosocial interventions (PSI) have been integrated into an undergraduate mental health nursing programme. The first part of the paper provides the broad context of PSI in nurse education and justifies the need to incorporate skills for PSI into the undergraduate nursing curriculum. A variety of educational theories and research are presented, which have informed the development, structure and delivery of the skills programme underpinned by PSI into the undergraduate programme. The successes and limitations of this skills programme are considered in light of the key issues and challenges concerning the integration of PSI skills into undergraduate nursing education.

Relativism, at least in some of its forms, is antithetical to sociology as traditionally practiced and conceived. (See, for instance, Benton and Crabb, 2001, pp.50‐74 and 93‐1006; Collins 1996a; Mann, 1998; Murphy, 1997; and Taylor‐Gooby, 1994). Hence, sociologists should consider abandoning traditional sociology or rejecting relativism. An example of the sort of relativism I have in mind is the philosophical theory that the truth and falsity of propositions is relative to the social context of their promulgation. Such epistemological relativism is expressed by Newton‐Smith when he says: “The central relativist idea is that what is true for one tribe, social group or age might not be true for an other tribe, social group or age” (Newton‐Smith, 1982, p.107).

Memorable tourism experiences (MTEs) can reinforce a destination's competitiveness. The literature has called for further research on this topic. This study develops and empirically examines a conceptual model exploring the relationships between MTEs, satisfaction, destination image (DI) and loyalty.

Quantitative research was conducted with 729 respondents who had visited the Greek island of Santorini in the last three years, and structural equation modeling was used.

The findings confirm the strength of the proposed model, which explained 58% of the variance for MTEs and 82% of that for tourist loyalty. The results reveal that MTEs influenced destination loyalty directly and indirectly through satisfaction, while DI influenced loyalty directly and indirectly.

This study provides new insight into the importance of MTEs, satisfaction and DI in the formation of destination loyalty.

This study provides new insight into the importance of MTEs, satisfaction, and DI in the formation of destination loyalty.

The proposed model is the first to include these factors and the specific relationships between them.

This experiment investigates the effect of cultural adaptation by American business people on their trustworthiness as perceived by Chinese Indonesians. The sample consists of 140 Indonesian professionals born and raised in Indonesia, who read one of the four stories that differ in degrees of Americans’ cultural adaptation: none, moderate, high using English, and high using the native (i.e., Indonesian) language. The results show that there is no difference among the four adaptation levels on disconfirmation of the adaptor’s stereo types. The high adaptation using English condition is perceived to be more situationally caused than is the high adaptation using the native language condition, which in turn is perceived to be more situationally caused than is the moderate adaptation condition, and the high adaptation using English condition is perceived to be more situationally caused than is the no adaptation condition. The high adaptation using the native language and the high adaptation using English conditions are perceived to be trustworthier than is the moderate adaptation condition, which in turn is perceived to be trustworthier than is the no adaptation condition; these results contradict the findings of some earlier studies but are consistent with those in the cases of Americans adapting to Thais and Japanese in Pornpitakpan (1998), to People’s Republic of China Chinese in Pornpitakpan (2002b), and to Malaysians in Pornpitakpan (2004). Marketing implications are discussed.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

It is recognised that a sustainable competitive advantage is a necessary condition for a firm to survive and prosper. Specifically, companies need to embark on real, substantive business initiatives that will accrue to the company an asymmetrical, firm‐specific resource that will not be perfectly imitable by competitors, to borrow from Barney’s (1986) parlance. Barney’s notion of imperfect imitability is see as crucial in ascertaining the long run efficacy of any potential source of competitive advantage. A sustainable competitive advantage is one which is of value, is rare, has few if any substitutes, and in particular is not easily copied (Barney, 1986). The acquisition of such a sustainable competitive advantage is seen as the whole point of planning and executive business level strategies.