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This study aims to investigate the impact of an emotional support training program on weight self-stigma and body image among women with polycystic ovary syndrome (PCOS).

A randomized controlled trial was conducted with 200 women diagnosed with PCOS employing a pretest-posttest design. The experimental group, consisting of 100 women, participated in an emotional support training program and received an informational booklet, while the control group (100 women) received only the booklet. Pre- and post-intervention assessments were conducted using weight self-esteem and body shape questionnaires.

The results demonstrated a statistically significant difference in weight self-stigma and body shape scores between the experimental and control groups following the intervention. For both the immediate post-intervention test [t(198) = 31.1, p = 0.01] [t(198) = 31.1, p = 0.01] [t(198) = 31.1, p = 0.01] and [t(198) = 60.7, p = 0.01] [t(198) = 60.7, p = 0.01] [t(198) = 60.7, p =0.01], as well as the delayed post-intervention test [t(198) = 32.3, p = 0.01] [t(198) = 32.3, p = 0.01] [t(198) = 32.3, p = 0.01] and [t(198) = 70.9, p = 0.01] [t(198) = 70.9, p = 0.01] [t(198) = 70.9, p = 0.01], the experimental group exhibited lower mean scores. Specifically, the experimental group scored 20.3 ± 9.2 for immediate and 20.4 ± 9.3 for delayed assessments on weight self-stigma, and 101.2 ± 7.2 for immediate and 86.5 ± 7.6 for delayed assessments on body shape. In contrast, the control group scored 159.8 ± 6.3 for immediate and 157.6 ± 6.4 for delayed assessments, respectively.

Nurses should be aware of the adverse effects of PCOS and associated obesity on weight self-stigma and body image. They are encouraged to develop targeted emotional support training programs specifically designed to address weight self-stigma and body image concerns in women with PCOS.

This study confirms the effectiveness of an emotional support training program in mitigating the negative effects of weight-related stigma and improving body image perception.

The purpose of this study is to test whether presenting organizational change in a way that promotes the status quo will result in increased employee support for the change.

Using quantitative methodology, categorical data were collected through an online cross-sectional survey in which 222 adult respondents participated. The items used vignette-based question blocks with fixed response options. Item responses were analyzed using an exact binomial test – focusing on the relationship between status quo bias and other responses to change communications.

The findings demonstrated that status quo bias has an association with employee sensemaking. These results suggest that status quo bias can be utilized by organizational leaders and change practitioners to endorse change efforts. Furthermore, it not only appears that promoting what is staying the same but also including a small reason to justify the change can bring additional advantage. Advertising a vision of radical transformation is problematic as it may actually heighten employee resistance.

This research explores and presents a convergence between organizational change management and behavioral economics – specifically, status quo bias. No other comparable study collecting data across a number of organizational change themes and critiquing existing change management models could be found during the preparation of this research effort.

The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.

Items were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.

Within the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.

This study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.

This chapter introduces EmoGenPath, an innovative machine learning-based model designed to deliver adaptive therapy to children and youth affected by the trauma of armed conflict. The model synthesizes advanced artificial intelligence (AI) techniques, including convolutional neural networks for emotion recognition and an advantage-actor critic-trained reinforcement learning model for therapeutic content tailoring toward goal achievement, to provide a dynamic and personalized therapeutic experience. Recognizing the importance of empathetic and culturally sensitive interventions, EmoGenPath offers a unique approach by prioritizing the emotional states and individual narratives of its users. In regions where conflict has impeded traditional mental health services, this model aims to bridge the gap, facilitating resilience and recovery through a virtual therapeutic environment that can be accessed via low-bandwidth internet connections, ensuring broader reach and impact. This chapter emphasizes the ethical implementation of AI in sensitive settings. It discusses the imperative of privacy, security, and inclusive design, ensuring that the model is responsive to diverse emotional expressions across different ethnicities and backgrounds. Additionally, it outlines the potential of such a model to scale therapeutic resources effectively, delivering tailored interventions with a compassionate approach.

The chapter examines the relevance of systematic inquiries as part of a holistic approach to safeguarding. Based on sociological approaches on silence in organisations and against the background of the concept of transitional justice, it is demonstrated that the importance of systematic inquiries for the development of a critical momentum is to be highly valued if sport organisations want to seize the chance to transform. Inquiries uncover voice-inhibiting and abuse-permissive structures in sports organisations and, in this way, help to initiate transformations in the sports system. For victims of abuse, inquiries play an important role in helping them to realise their right to receive the truth, as well as initiating a process of reconciliation. To achieve this, it is essential that inquiries pursue a survivor-based and participatory approach. This is demonstrated in the chapter, using the example of an inquiry conducted in Germany.

The purpose of this article is to synthesize the topics, conceptualizations and measurements of value-based management (VBM) and to suggest a research agenda covering its next evolution as sustainable governance.

The authors conducted a systematic literature review of 80 seminal studies published between 1979 and 2022. The authors synthesized the studies by their conceptualizations of VBM in an inductively developed framework.

The authors find that scholars explore diverse topics related to VBM with a prevailing focus on shareholder primacy. There is a paucity of studies that focus on the integration of shareholder maximization and stakeholder management practices. The authors explain which studies will form a promising foundation for advanced research on sustainable governance that will reach beyond current VBM research.

The authors' research agenda addresses new future topics on conflicting goals within and between shareholder groups, offers specific suggestions for using new research methods and untapped data sources for VBM and paves the way to substantially extend the boundaries of the firm in VBM research to include stakeholders, strategic alignment and new sustainability measures.

The purpose of the paper is to explore how refashioning can shift fashion consumer attitudes towards sustainable consumption of clothing by restoring consumption values. The study categorizes consumers into distinct groups based on consumer perception of refashioning. Finally, the study recommends three value dimensions of the circular business model to promote consumer engagement with refashioning.

This study adopts an exploratory approach, applying qualitative design which involved 45 semi-structured interviews and 10 in-depth interviews with Gen Z female consumers who favour clothing lifetime extension.

The findings revealed that consumption values act as motivators and inhibitors, influencing consumers’ behaviours of using refashioning for clothing lifetime extension. Based on their distinguished levels of refashioning engagement and association with the satisfaction of consumption values, three potential consumer segments are discovered and defined as “DIY practitioners,” “DIY apprentices” and “DIY outsources”. To encourage consumer engagement with refashioning, the article suggests value proposition, value delivery and value capture dimensions of two circular business models and verifies how these cater to distinct segments to facilitate refashioning.

This paper provides new insights into clothing refashioning activities from the consumer perspective, bridging a gap in marketing literature. It investigates how refashioning restores consumption values and proposes three value dimensions of circular business models, enhancing clothing lifetime and engaging consumers. This unique approach incorporates consumption values and aligns with the UN’s 12th Sustainable Development Goal.

The purpose of this paper is to better understand the role of virtual teams in organizational transformation. This conceptual paper explores the significant influence of the digital era on organizational structures, specifically focusing on the transformative shift toward virtual teams (VTs) with a strong message for small and medium-sized enterprises (SMEs).

The article is based on the review of existing concepts identified in the previously published studies and their critical reflection. The literature search was conducted in the Web of Science database in May 2024 by using the keywords VTs, Digitalization and SMEs.

In the rapidly changing business environment, organizational transformation is no longer a choice but a prerequisite for the survival and growth of businesses. It is argued in the study that organizations, especially SMEs, need to embrace VT despite the challenge of a comprehensive theoretical framework for understanding VT and the need for the development of a novel theory, which has been a reoccurring phenomenon and subject of debate in the literature. Furthermore, the paper underlines the necessity of providing essential preparation and training for VTs, focusing on both technological skills and collaborative work methods. In the context of SMEs, the paper argues that collaboration with external partners and the adoption of virtuality can enhance competitiveness. In the end, the emergence of virtual learning communities is proposed as a solution, providing a platform for SME owners/managers to share experiences and acquire new skills.

Overall, this study provides several recommendations for future research on VTs.