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This ethnographic investigation of a general hospital aims to critically analyse a much lauded corporate culture. Rather than accepting the managerial and academic claims concerning the mobilisation of corporate culture at face value, this study builds upon a labour process analysis and takes a close look at how it actually seems to work.

The paper explores and describes how executive managers seek to design and impose corporate culture change and how it affects the nursing employees of this organisation. This was achieved by means of a six month field study of day‐to‐day life in the hospital's nursing division.

The results lend little support to the official claims that, if managerial objectives are realised, they are achieved through some combination of shared values and employee participation. The evidence lends more support to the critical view in labour process writing that modern cultural strategies lead to increased corporate control, greater employee subjection and extensive effort intensification. The contradiction this brings into the working lives of the employees leads to the conclusion that the rhetoric of corporate culture change does not affect the pre‐existing attitudes and value orientations of nursing employees. However, there were considerable variations in how employees received the managerial message and thus, by their degree of misbehaviour and adaptation, affected the organisation itself as well as using the cultural rhetoric against the management for their own ends.

The paper concludes that an extended labour process analysis is necessary to challenge the way in which corporate culture change is explored and described by management academics and practitioners.

The purpose of this paper is to provide a profile of Jo Mullen.

Jo provides a short background to her life and is then interviewed by Jerome.

Jo tells us about the teaching resources that she has developed to increase understanding of Borderline Personality Disorder (BPD).

While this is a single case study, it contains numerous helpful insights of how Jo has developed and presented her work, along with two mental health nurses, and of the high quality educational interventions she has produced.

Jo presents a model of co-production, where service partner and mental health professional are equals.

It would be helpful if mental health services invested in supporting talented individuals like Jo, to develop and disseminate the tools she has created.

Thus far Jo has written her own personal account of what it is like to cope with BPD, a bigger training resource, “Wot R U Like?” and a board game, Personapoly, to help individuals solve social and personal problems.

This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is facilitated and constrained by everyday management practices between 1996/1997 and 2014/2015.

A five-month field study of day-to-day life in the hospital's nursing division was conducted by means of an ethnographic revisit, using participant-observation, semi-structured interviews, free conversations and documentary material.

Using labour process analysis with ethnographic data from a general hospital, the corporate culture is represented as faceted, complex and sophisticated, lending little support to the managerial claims that if corporate objectives are realised, they are achieved through some combination of shared values, beliefs and managerial practices. The findings tend to support the critical view in labour process writing that modern managerial initiatives lead to tightened corporate control, advanced employee subjection and extensive effort intensification. The findings demonstrate the way in which the nursing employees enthusiastically embrace many aspects of the managerial message and yet, at the same time, still remain suspicious and distance themselves from it through misbehaviour and adaptation, and, in some cases, use the rhetoric against management for their own ends.

What are the implications for clinical and managerial practitioners? The recommendations are to (1) develop managerial practitioners who are capable of managing change combined with the professional autonomy of clinical practitioners, (2) take care to practise what you preach in clinical and managerial reality, as commitment, consent, compliance and difference of opinion are signs of a healthy corporate culture and (3) consider the implications between social structures and human actions with different work behaviours on different levels involved.

This ethnographic revisit considers data from a labour process analysis of corporate culture change in a general hospital and revisits the ways in which contradictory expectations and pressures are experienced by nursing employees and management practitioners spread 17 years apart.

This paper aims to demonstrate the synthesis of polyesterification reaction of non-edible jatropha seed oil (JO) and acrylic acid, which leads to the production of acrylated epoxidised-based resin. To understand the physico-chemical characteristics when synthesis the JO-based epoxy acrylate, the effect of temperature on the reaction, concentration of acrylic acid and role of catalyst on reaction time and acid value were studied.

First, the double bond in JO was functionalised by epoxidation using the solvent-free performic method. The subsequent process was acrylation with acrylic acid using the base catalyst triethylamine and 4-methoxyphenol as an inhibitor respectively. The physico-chemical characteristics during the synthesis of the epoxy acrylate such as acid value was monitored and analysed. The formation of the epoxy and acrylate group was confirmed by a Fourier transform infrared spectroscopy spectra analysis and nuclear magnetic resonance analysis.

The optimum reaction condition was achieved at a ratio of epoxidised JO to acrylic acid of 1:1.5 and the reaction temperature of 110°C. This was indicated by the acid value reduction from 86 to 15 mg KOH/g sample at 6 hours.

The JO-based epoxy acrylate synthesised has a potential to be used in formulations the prepolymer resin for UV curable coating applications. The JO which is from natural resources and is sustainable raw materials that possible reduce the dependency on petroleum-based coating.

The epoxidised jatropha seed oil epoxy acrylate was synthesised, as a new type of oligomer resin that contains a reactive acrylate group, which can be alternative to petroleum-based coating and can used further in the formulation of the radiation curable coating.

The purpose of this paper is to investigate the psychometric properties of a Jordanian version of the Metamemory in Adulthood (MIA) questionnaire of Dixon, Hultsch and Hertzog.

The sample for this study consisted of 656 students randomly selected from Yarmouk University‐Jordan. Translation‐back‐translation, classical test theory, IRT Rasch model, and confirmatory factor analysis procedures were used to evaluate the psychometric properties of a Jordanian version of the MIA (MIA‐Jo).

The results of these analyses show that 76 items (out of 108 original MIA items) provide sufficient evidence in support of the reliability and validity of the MIA‐Jo. The results also show that the MIA‐Jo has the same structure or subscales as the original MIA.

The sample for this study consisted of 656 students randomly selected from Yarmouk University‐Jordan. Therefore, the study recommends the necessity to conduct more research on the MIA‐Jo using samples that have a wider range of age (up to 80 years) and other strata of Jordanian society.

This study is expected to provide researchers and educators in Jordan with a valid and reliable instrument to do more research on metamemory and its relationship with other cognitive variables.

The primary aim of this study is to identify and analyze the key factors that impact the intentions of Jordanian tourists to visit and revisit destinations using the Jannah Jo app.

A self-administered questionnaires via Google Forms was employed comprising a sample of 401 Jordanian tourists who have the Jannah Jo app. Partial least squares-structural equation modeling approach was applied for hypotheses testing.

The present investigation has revealed that the constructs of perceived ease of use (PEU), perceived usefulness (PU) and perceived value (PV) exerted a significant and positive impact on electronic word of mouth (e-WOM). Additionally, e-WOM was observed to wield a positive and significant influence on the attitudes of consumers' decision-making, thereby ultimately affecting the intentions of Jordanian tourists with regard to their decisions to visit and revisit destinations. Nevertheless, it is noteworthy that the results indicated that neither augmented reality nor content quality exhibited any statistically significant positive relationship with e-WOM.

Tourism agencies striving to encourage the adoption of smart applications must grasp the relevance of e-WOM within the contemporary digital milieu. Additionally, they should acknowledge the significance of tourists' intentions concerning both revisiting and initial visits. This research contends that such agencies ought to take into account the substantial influence exerted by PEU, PU and PV in shaping the favorable e-WOM discourse.

By integrating the technology acceptance model in conjunction with other relevant variables, this research strives to develop a comprehensive model that advances the comprehension of the intricate determinants affecting tourists' engagements with mobile applications. Furthermore, it is noteworthy that this study represents the initial investigation conducted in the Middle East, specifically in Jordan, on this subject matter.

This paper aims to trace the emergence, rise and eventual fall of Mojo-MDA. Established as a creative consultancy in 1975, Mojo embarked on an ambitious growth strategy that would see it emerge as Australia’s first multinational agency. By examining the agency’s trajectory over the 1970s and 1980s, this paper revisits the story of an Australian agency with boundless confidence to develop a more nuanced understanding of the dynamic role played by corporate culture in the agency's fortunes.

This study uses reports and features published in the Australian advertising trade press, along with other first-hand accounts, including oral history interviews and personal correspondence with former agency staff.

By identifying the forces and influences affecting Mojo-MDA’s outlook and operations, this paper demonstrates the important yet paradoxical role that corporate culture plays in both building and undermining an agency’s ambitions and the need for marketing historians to pay closer attention to it.

This examination of an agency’s inner machinations over an extended period presents a unique perspective of the ways that advertising agencies operate, as well as the forces that drive and impede them, at both national and global levels. The Mojo-MDA story also illustrates the need for marketing and business historians to pay close attention to corporate culture and the different ways that it affects marketing business and practices.

The purpose of this article is to report on case study research conducted in a German hospital and describe the implications that the “Management by walking about” approach had on healthcare employees. “Management by walking about” is widely seen as one of the favoured procedures for increasing employee commitment and shared understanding as well as supporting high trust work relations.

This case study set out to examine the actual labour processes and the concrete experiences of healthcare employees behind the “Management by walking about” approach in a German hospital. This was achieved by means of a six month field study of day‐to‐day life in the hospital's nursing division.

In this case study, the popular initiative of “Management by walking about” was used as a means of managerial control and, as such, the internal promotion of soaring values and path‐finding visions was met with both scepticism and cynicism.

Pre‐commitment and motivation levels were high among healthcare employees, they were passionate about their healthcare work and they actively engaged in open communication and organisational development. But all this had little to do with “Management by walking about”, and its implications raise questions about its influence on high trust work relations more generally.

The paper concludes that a more critical analysis is necessary to challenge the way in which “Management by walking about” is examined by healthcare management academics and practitioners.