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The purpose of this study is to investigate the relationship between women’s sexual health agency and their intent to initiate communications with their doctors. The research questions examined the effect sexual health agency has on patient-doctor communication, women’s emotional responses to health advertisements encouraging patient communication with their doctors, attitude toward the message and behavioral intentions after exposure to the advertising message.

An experimental design was implemented via an online questionnaire instrument to test the differences between younger-aged women (25 to 45 years) and mature-aged women (46 to 70 years). It was observed that 188 women who reported their status as single and sexually active in the past 12 months were exposed to a health advertisement that encouraged patient-doctor communication. Analyses were conducted to compare between-group measures on sexual health agency, emotional response and attitude toward the ad and behavioral intention.

No statistical difference existed between younger and older women. In general, women expect their doctor to lead conversations about sexual health but are positively reinforced by health messages that encourage their assertiveness as patients.

The small sample size also may have limited the study’s potential to evaluate differences between age segments. Future research should explore this further.

The study provides evidence that sexual health advertising can reinforce women’s intent to initiate conversations with doctors regardless of age.

Health communications can bolster women’s sexual health agency and improve patient-initiated conversations with doctors.

The study is the first to explore advertising messaging’s potential for applying health agency as a communication strategy for encouraging sexual health communications between women and their doctors.

In 1979 the decision was taken to develop a Contract Responsibility System experiment as part of China's economic reform programme, and the system was eventually applied in 85% of China's iron and steel corporations. Before the CRS was introduced, these corporations were state‐owned and state managed; net incomes had to be handed over to the state, and funds for investment had to be examined, approved and distributed by the state. The task was one of reforming large state‐owned corporations through integrating government administration with enterprise management, and creating a sense of ‘enterprise’ on the part of workers in the process. As such the CRS operates at two main levels — enterprise level contracting with the state (the state contract system), and internal contracting within the Corporation's businesses (the internal contract system).

This paper aims to investigate how the implementation of the inter-cooperation principle among Spanish machine-tool cooperatives helps them to coopete–collaborate with competitors, in their innovation and internationalization processes and achieve collaborative advantages.

The paper uses a multi-case approach based on interviews with 15 CEOs and research and development (R&D) managers, representing 14 Spanish machine tool firms and institutions. Eight of these organizations are worker-cooperatives.

Worker-cooperatives achieve advantages on innovation and internationalization via inter-cooperation (shared R&D units, joint sales offices, joint after-sale services, knowledge exchange and relocation of key R&D technicians and managers). Several mutual bonds and ties among cooperatives help to overcome the risk of opportunistic behaviour and knowledge leakage associated to coopetition. The obtained results give some clues explaining to what extent and under which conditions coopetitive strategies of cooperatives are transferable to other types of ownership arrangements across sectors.

Firms seeking cooperation with competitors in their R&D and internationalization processes can learn from the coopetitive arrangements analyzed in the paper.

Findings can be valuable for sectoral associations and public bodies trying to promote coopetition and alliances between competitors as a means to benefit from collaborative advantages.

Focussing on an “ideal type” of co-operation–cooperative organizations – and having access to primary sources, the paper shows to what extent (and how) strong coopetitive structures and processes foster innovation and internationalization.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

This paper aims to explore how adaptive re-use (AR) could be used more frequently and extensively in the hospitality industry as a viable strategy to help achieve the United Nations sustainable development goals (UN SDGs) agenda for 2030. In particular, the paper discusses the benefits and drawbacks of AR and further investigates the appeal of AR over rebuilding, in both a general sense and specific to hospitality settings.

The study provides a literature review and thematic analysis based on semi-structured interviews about AR projects and its application in hospitality settings. In so doing, the article draws on knowledge and insights from experts and practitioners involved in AR projects globally. The professional interviewees’ expertize ranges from urban planning, sustainable development, architecture to sustainable hospitality solutions.

The results illustrate how AR is a mindset not only applicable to specific buildings or environments but also how it is a vital solution to sustainable development in hospitality. The social, environmental and economic benefits of AR outweigh the challenges and extend to being of regional and even national importance.

AR projects have the ability to stimulate improvement in the use of space and to transform entire communities – especially if there is more and improved support from local government and the relevant authorities. With sufficient incentives to make the projects economically viable, the outcome would be increased presence of cultural and historic preservation, more conservation of construction materials, energy and other resources relevant to the demolition and construction process. The application of AR contributes to attaining UN SDGs’ targets and the future will see more culturally rich, inclusive, sustainable cities and architecture.

There seems to be a lack of research in the field of AR in the hospitality context, particularly in relation to achieving the UN SDGs 2030. This paper aims to bridge this gap in knowledge, as well as to provide a starting point for a greater vision and coordination between governments, architects, hospitality professionals and all other involved stakeholders to boost sustainable development through AR.

The purpose of this paper is to describe how a leading global company used action‐learning based leadership development to accelerate strategic culture change.

It describes the need for change, and the methodology and approach by which the initiative, Impact, generated significant benefits.

The initiative led to financial benefit, as well as measurable gains in customer centricity, collaboration, and innovation. It was also a powerful experience for participants in their journey as commercial leaders.

Impact was created using comprehensive customer feedback and its delivery involved key customers.