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For many years fashion clothing has been an area of interest in consumer research. This study examines the effect of materialism and self‐image product‐image congruency on consumers’ involvement in fashion clothing. It also examines purchase decision involvement, subjective fashion knowledge and consumer confidence. Data were gathered via a self‐completed mail survey, resulting in 478 responses being returned. The results indicate that fashion clothing involvement is significantly effected by a consumer's degree of materialism, gender and age. Further, it was found that fashion clothing involvement influences fashion clothing knowledge. Finally, the results indicate that fashion clothing knowledge influences consumer confidence in making purchase decisions about fashion.

The purpose of this paper is to evaluate the effectiveness of measures designed to increase physical activity in women in secure psychiatric care.

A range of interventions (environmental and motivational) designed to increase participation in physical activities were introduced on two secure wards for women. A pre-post design assessed frequency, duration and intensity of physical activity, attendance at physical activity sessions, exercise motivation, exercise-related mood, attitudes to exercise and health and biological indices. Measures collected over a three-month baseline period were repeated six months post-intervention.

Significant changes occurred in both attitudes to exercise and health, exercise motivation and exercise behaviour following change initiatives. With the exception of resting pulse rate and perceived exertion, the increased level of activity was not reflected in changes in body mass index, body fat or body muscle.

Management led, multi-disciplinary interventions to increase physical activity can have a positive impact on both lifestyle behaviours and physical health.

This study adds to a small literature on increasing physical activity in women in secure psychiatric settings where obstacles to change are formidable.

This paper aims to discuss the development of two toolkits that were designed to help communities and households measure their level of disaster resilience and provide practical tools to help them increase and maintain these levels.

The toolkits were developed across two studies, with the community toolkit development being undertaken first. A literature review was conducted to develop a definition and model of community disaster resilience; and a Scorecard was designed to assess levels of existing community disaster resilience. The definition and Scorecard were reviewed and refined with the help of two communities before a final version was trialled in four communities across Australia. The household toolkit project followed a similar approach, with trialling being undertaken in conjunction with two non-government organisations that carry out outreach work in the community.

The development and trial of the Scorecards was extremely valuable. The conclusion voiced by communities and reached by the study project teams was that the user-friendly Scorecard is a workable tool for people to assess their household and community disaster resilience and to come together to plan what might further strengthen resilience. Critical to the Scorecards’ success was an understanding of the purpose of the assessment tool and the meaning of resilience.

The toolkits take an all-hazards approach and help community members, individuals and local policymakers to set priorities, allocate funds and develop emergency and disaster management programmes that build local community resilience.

The paper seeks to explore the nature and employee experience of an emergent approach to managing employees which emphasises “being yourself” through the expression of fun, individuality and difference.

The paper utilises interviews and observations in a US‐owned call centre in Australia.

The management approach outlined is located within the emergence of market rationalism and associated claims of the limitations of normative control. With its emphasis on diversity and identity derived from non‐(paid) work contexts, it is presented as complementary to, but distinct from, the group conformity and organisational identity associated with conventional culture and “fun” management. The seemingly liberal regime is shown to be controlling in its limited scope and by exposing more of the employees' self to the corporation. This raises questions about the nature of workplace control, resistance and the meaning of authenticity at work.

The research provides an insight into an approach to management which has been largely neglected in research and proposes a modified concept of culture and “fun” management – neo‐normative control. It also serves to challenge the liberal claims made by proponents of the new approach and of “fun at work” more generally, that it is liberating for employees, a form of “existential empowerment”.

The purpose of this paper is to show the potential of cultural projects which could become a source of inspiration in terms of refreshing and adjusting traditional project management to modern times and making it more flexible. However, as research indicates, this potential is limited by cultural policies forcing artists and cultural managers to implement project-related techniques which have been already identified as inefficient and faulty in the progressive discourses on project management, mainly in the for-profit area.

The analysis is based on three case studies of Polish and Polish-German theatrical co-productions. The research was conducted in Poland and Germany in 2012-2014. It involved 21 individual in-depth interviews with artists, managers and administrative staff working on projects as well as an analysis of project documentation.

It has been found that project management could draw a lot of inspiration from cultural projects in terms of, e.g. the processual nature of activities, motivating project teams and inclusive leadership. Based on the research, the authors also argue that it is worth considering spectators/other stakeholders as part of project teams, which will help build a non-oppressive social mechanism of control.

Advantages of replacing the just-in-time approach to project management with the work-in-progress approach; increased motivation and commitment of project teams to their work; building a unique team spirit; inclusive leadership based on passion.