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The purpose of this study is to evaluate the effect of almond milk supplementation on the growth and viability of Lacticaseibacillus rhamnosus GR-1 (LGR-1) in yogurt samples over 6 h of fermentation and 30 days of refrigerated storage.

Four yogurt treatments (T1–T4) were inoculated with the probiotic strain L. rhamnosus GR-1 and fermented for 6 h at 37°C and then placed in refrigerated storage at 4°C for 30 days. Microbial and pH analysis of each sample was conducted every 2  h throughout the fermentation period and on Days 1, 15 and 30 of cold storage to determine the viability of L. rhamnosus GR-1.

All samples achieved mean microbial counts of at least 108 CFU/mL during fermentation and storage. During fermentation, mean microbial counts increased for all treatments; however, differences in mean microbial counts between treatments were not significant. During storage, the mean microbial count for T4 at 15 and 30  days was significantly higher (p = 0.031) than microbial counts on Day 1. However, mean microbial counts did not differ significantly across all storage time points for treatments 1, 2 and 3 (p > 0.05). These results suggest that the addition of almond milk, in combination with cow’s milk, is suitable for propagating and preserving the viability of L. rhamnosus GR-1 in yogurt.

There is a consumer shift towards plant-based products due to health, environmental and ethical reasons. Almond milk is a popular nondairy alternative that provides enhanced nutritional value to traditionally dairy-based probiotic yogurts. L. rhamnosus GR-1 is an especially beneficial probiotic for women as it colonizes the gut and vaginal epithelium, promoting urogenital health, including preventing the recurrence of urinary tract infections and bacterial vaginosis.

Substance misuse that is co‐morbid with mental disorder may increase the risk of crime, particularly of a violent nature. It is therefore essential that dual‐diagnosis patients in forensic services receive adequate intervention and treatment to minimise future substance use and potential for criminal behaviour. One such intervention is the Relapse Prevention Programme (Saying No; Coping and Social Skills Programme) developed in a high secure forensic hospital. An evaluation of the programme was conducted, with pre‐ and post‐ intervention using four measures, the Drug Taking Confidence Questionnaire (DTCQ), the Multidimensional Locus of Control Questionnaire, the Stages of Change Questionnaire and the Rosenberg Self‐Esteem Scale, with 83 male participants who had completed the programme. Results indicate that there was significant change in the DTCQ post‐treatment while no other measures yielded a statistically significant result. Possible reasons, implication for practice and limitations of the current study are discussed.

The purpose of this paper is to examine some of the problems associated with the prevailing rhetoric in corporate communication. It proposes the consideration of nonviolent rhetorical approaches.

This paper explains corporate communication's affinity for aggressive, militaristic language in terms of constraint of time, and expediency and efficiency of standardized communication strategies designed for large‐scale effectiveness. However, such communication strategies run the risk of dehumanizing the intended targets, distancing the individuals, and compromising socially responsible corporate behavior. The recent corporate scandals of unprecedented scale, occurring in spite of vast improvements in communication theory and technology, have highlighted the need for alternative approaches to corporate communication. Further, it examines the prerequisites that must exist for corporate communication based on nonviolent rhetoric to be effective. The conditions that must be present in the environment, in the corporation or its agent, and in the method of communication, for nonviolent rhetoric to prove effective are discussed.

Corporations seek to establish and modify relationships by influencing stakeholder beliefs, values, expectations and needs. Corporate rhetorical success is reflected in enhanced reputation and respectability, which in turn has significant economic consequences. To achieve these ends, corporations expend considerable effort on communication to educate, entertain and inform their stakeholders. Yet, scholars have generally neglected to study role of rhetoric and language in public relations.

This paper would be of value to researchers and practitioners, in the fields of corporate communication, organizational communication, public relations, and strategic management, seeking to promote, practice or otherwise influence socially responsible corporate behavior.

This paper investigates how outcomes-based performance management (PM) regimes operate in the partnerships known as social impact bonds (SIBs), which bring together partners from the public, private and third sectors. The findings are analysed in the light of the different cultural world views of the partners.

Published evaluations of 25 UK SIBs were analysed by a qualitative multiple case study approach. This study of secondary sources permitted the analysis of a wide range of SIB partnerships from near contemporary accounts.

Outcomes frameworks led to rigorous PM regimes that brought the cultural differences between partners into focus. While partnerships benefitted from the variety of viewpoints and expertise, the differences in outlook simultaneously led to strains and tensions. In order to mitigate such tensions, some stakeholders conformed to the outlooks of others.

The need to achieve a predefined set of payable outcomes embeds a “linear” view of intervention and effect on the SIB partners and a performance regime in which some partners dominate. In designing accountability systems for partnerships such as SIBs, commissioners should consider how the performance regime will affect the interests of all stakeholders.

This study adds to the cultural theory literature which has rarely considered three-way partnerships embodying hierarchical, individualist and egalitarian world views and how performance regimes operate in such partnerships. Three-way partnerships are thought to be rare and short-lived, but this empirical study shows that they can be successful albeit over a predefined lifespan.