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Presents evidence on the prevalence of work stress and the apparent reluctance of many to recognize the interdependence of individual and organizational health. Consequently focuses on the urgent need for organizations to engage in stress prevention and stress management activities. Previous approaches to stress prevention and stress management have often appeared to be rather haphazard, so outlines a practical, all encompassing, cost‐saving model which brings the organization towards a philosophy of “total stress management”.

Reviews the small firm training field, focusing specifically on exporting. Reports on an action learning programme devised by the University of Ulster which sought to prepare small business owners for a United States trade mission under the Young Exporters Trade Mission Scheme (YETM). Discusses mission gains and evaluates the initiative.

If organization development is to achieve the objective of improving organizational effectiveness, it is essential that companies adopt a proactive and preventive approach to stress management. Such an approach would reduce the costs of stress which result directly from organization development and, additionally, the costs of previously existing stress factors such as high labour turnover, absenteeism and reduced productivity. A practical all‐encompassing model is presented which brings the organization towards a philosophy of “total stress management” (TSM). Organizations which develop this philosophy, through the adoption of the practical action model, will be able to reduce the cost of stress substantially.

Outlines some of the dramatic changes which have had an impact on public sector organizations in the United Kingdom, and the likely effects for employees. Argues that enhanced demands which have accompanied these changes create a cumulative spiral of pressures for organization members, rendering them susceptible to the adverse effects of work stress. This view is supported by a case study which outlines the experiences of one large public sector organization subject to the change process. Consequently, it is essential that the issue of stress and its management features increasingly on the agenda of efficient and effective public sector managers. Presents a practical, all‐encompassing action model, total stress management, as one approach to enable organizations and their members to cope effectively with the stress of change in the public sector.

The purpose of this paper is to introduce a 3R (right time, right place, and right material) principle for characterizing failure in humanitarian/relief supply chains’ response to natural disasters, and describes a Bayesian methodology of the failure odds with regard to external factors that may affect the disaster-relief outcome, and distinctive supply chain proneness to failure.

The suggested 3Rs combine simplicity and completeness, enclosing all aspects of the 7R principle popular within business logistics. A fixed effects logistic regression model is designed, with a Bayesian approach, to relate the supply chains’ odds for success in disaster-relief to potential environmental predictors, while accounting for distinctive supply chains’ proneness to failure.

Analysis of simulated data demonstrate the model’s ability to distinguish relief supply chains with regards to their disaster-relief failure odds, taking into account pertinent external factors and supply chain idiosyncrasies.

Due to the complex nature of natural disasters and the scarcity of subsequent data, the paper employs computer-simulated data to illustrate the implementation of the proposed methodology.

The 3R principle offers a simple and familiar basis for evaluating failure in relief supply chains’ response to natural disasters. Also, it brings the issues of customer orientation within humanitarian relief and supply operations to the fore, which had only been implicit within the humanitarian and relief supply chain literature.

The confusion over what counts as “strategic” is widely acknowledged to be a problem for both research and practice. The paper aims to develop a robust definition of “strategic decisions” and a classifying tool that distinguishes them from grand tactical, tactical, and other organizational decisions.

An extensive literature review focused on the leading journals is carried out. Articles having “strategic decision” in the abstract are retrieved from EBSCO Host and ProQuest One Academic databases. Definitions of “strategic decisions” are critically assessed and classified to form the trigger and basis of the development of new definition.

The literature review identifies five approaches by which strategic decisions are defined, and their limitations are exposed. The proposed definitions of “strategic,” grand tactical, and tactical decisions, and the novel classification tree, used to distinguish those decisions, are shown to be more accurate and robust than those previously offered in the literature.

New definitions of “strategic,” grand tactical, and tactical decisions are offered; and a new classifying tool is developed.

It is widely accepted that educational leaders and teachers need to manage and regulate their emotions continually, mainly because schooling and teaching processes expose many emotions. Thus, the purpose of this paper is to trace the ways Israeli assistant principals, both Arab and Jewish, manage their emotions at work.

Based on semi-structured interviews with 15 assistant principals, it was found that they are required to manage their emotions in accordance with entrenched emotion rules in the culture and society.

Most of the Jewish female APs tend to display warmth and empathy toward teachers in order to better understand their personal needs and professional performances. In contrast, Arab APs suppressed or fabricated emotional expression in their discourse with teachers and parents, in order to maintain a professional façade and retain the internal cohesion of the school. Both groups of APs believed their emotion regulation results in higher level of harmony in the school. Empirical and practical suggestions are put forward.

The paper is original and contributes to the theoretical and practical knowledge.

The COVID-19 pandemic significantly disrupted the lives of the deaf community, and the implementation of restrictions on face-to-face meetings resulted in the trial introduction of video remote interpreting (VRI) in a secure psychiatric setting. This study aims to use a qualitative research paradigm to explore user experiences to inform potential future technological developments in this area.

Twelve deaf patients and three interpreters took part in structured face-to-face interviews and discussed their experiences of the use of VRI, with the results being assessed using thematic analysis.

Seven main themes were identified: resource availability, ease of use, technical issues, misunderstandings, medium secure-specific issues, preferences and human factors. All participants agreed that they did not like the VRI technology in the health-care environment in its current format, and their main concern was the difficulty in understanding the information being communicated. It was considered that this had the potential to incur potentially serious medico-legal and safety implications for both staff and patients alike.

This study has provided detailed users’ feedback about the potential future use in this communication tool and can help guide service developers to review the technology design to tailor it towards the users’ needs. While the existing technology is not currently suitable for this deaf population, particularly because of the potential for error, there is potential scope for further research in this area.

The COVID-19 pandemic provided a unique opportunity to explore the potential use of VRI for a deaf patient population within a secure psychiatric setting, where such technology is unlikely to have otherwise been used.