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This article seeks to share and celebrate the experience of using drama to demystify and destigmatise mental illness.

The article provides a descriptive account of a drama project from the perspectives of participants and the author. The innovative use of drama to promote mental wellbeing, the diverse partnerships that underpinned the production, and the positive impact on performers and audience are outlined.

Drama can be an effective way of increasing mental health awareness. It can also be an enjoyable way of getting across the message that even those who lack mental wellbeing have dreams and can achieve them.

Key to success was good joint working between a range of health, social care and community agencies, as well as local service users. Financial resources for putting on the production provided by the local mental health trust were also crucial.

The drama promoted mental health and thereby potentially helped to reduce stigma and ill‐health. The partnership process involving diverse participants including mental health service providers, service users and people with different ethnic backgrounds was itself beneficial.

The article illustrates that the production was innovative in its broad partnership and use of drama to get its message across to mixed audiences.

Research on racial inequality in organizations typically (1) assumes constraining effects of bureaucratic structure on the capacity of powerful actors to discriminate or (2) reverts to individualistic interpretations emphasizing implicit biases or self-expressed motivations of gatekeepers. Such orientations are theoretically problematic because they ignore how bureaucratic structures and practices are immersed within and permeated by culturally normative racial meanings and hierarchies. This decoupling ultimately provides a protective, legitimating umbrella for organizational practices and gatekeeping actors – an umbrella under which differential treatment is enabled and discursively portrayed as meritocratic or even organizationally good. In this chapter, we develop a race-centered conception of organizational practices by drawing from a sample of over 100 content-coded workplace discrimination cases and analyzing both discriminatory encounters and employer justifications for inequality-generating conduct. Results show three non-mutually exclusive patterns that highlight the fundamentally racial character of organizations: (1) the racialization of bureaucracies themselves via the organizational valuation and pursuit of “ideal workers,” (2) the ostensibly bureaucratic and neutral, yet inequitable, policing of minority worker performance, and; (3) the everyday enforcement of racial status boundaries through harassment on the job, protection afforded to perpetrators, and bureaucratically enforced retaliation aimed at victims. The permeation of race-laden presumptions into organizations, their activation relative to oversight and bureaucratic policing, and the invoking of colorblind bureaucratic discourses and policies to legitimate discriminatory conduct are crucial to understanding the organizational dimensions of racial inequality production. We end by discussing the implications of our argument and results for future theory and research.

Since the development of the COVID-19 vaccinations, questions surrounding race have been prominent in the literature on vaccine uptake. Early in the vaccine rollout, public health officials were concerned with the relatively lower rates of uptake among certain racial/ethnic minority groups. We suggest that this may also be patterned by racial/ethnic residential segregation, which previous work has demonstrated to be an important factor for both health and access to health care.

In this study, we examine county-level vaccination rates, racial/ethnic composition, and residential segregation across the U.S. We compile data from several sources, including the American Community Survey (ACS) and Centers for Disease Control (CDC) measured at the county level.

We find that just looking at the associations between racial/ethnic composition and vaccination rates, both percent Black and percent White are significant and negative, meaning that higher percentages of these groups in a county are associated with lower vaccination rates, whereas the opposite is the case for percent Latino. When we factor in segregation, as measured by the index of dissimilarity, the patterns change somewhat. Dissimilarity itself was not significant in the models across all groups, but when interacted with race/ethnic composition, it moderates the association. For both percent Black and percent White, the interaction with the Black-White dissimilarity index is significant and negative, meaning that it deepens the negative association between composition and the vaccination rate.

The analysis is only limited to county-level measures of racial/ethnic composition and vaccination rates, so we are unable to see at the individual-level who is getting vaccinated.

We find that segregation moderates the association between racial/ethnic composition and vaccination rates, suggesting that local race relations in a county helps contextualize the compositional effects of race/ethnicity.

The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues.

In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used.

Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was not associated with reported differences in LMX relationships, but was associated with differences in task performance.

This research provides the first systematic examination of the influence of racial diversity on LMX in a leader-follower dyad. As such, this work provides an important reference point in which future research on LMX and diversity can build. Such efforts will help future organizational leaders better navigate the increasingly diverse workplace.

The purpose of this paper is to present conceptual definitions for digital object use and reuse. Typically, assessment of digital repository content struggles to go beyond traditional usage metrics such as clicks, views or downloads. This is problematic for galleries, libraries, archives, museums and repositories (GLAMR) practitioners because use assessment does not tell a nuanced story of how users engage with digital content and objects.

This paper reviews prior research and literature aimed at defining use and reuse of digital content in GLAMR contexts and builds off of this group’s previous research to devise a new model for defining use and reuse called the use-reuse matrix.

This paper presents the use-reuse matrix, which visually represents eight categories and numerous examples of use and reuse. Additionally, the paper explores the concept of “permeability” and its bearing on the matrix. It concludes with the next steps for future research and application in the development of the Digital Content Reuse Assessment Framework Toolkit (D-CRAFT).

The authors developed this model and definitions to inform D-CRAFT, an Institute of Museum and Library Services National Leadership Grant project. This toolkit is being developed to help practitioners assess reuse at their own institutions.

To the best of the authors’ knowledge, this paper is one of the first to propose distinct definitions that describe and differentiate between digital object use and reuse in the context of assessing digital collections and data.