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The significance of organizational culture (OC) pervades all workplaces, extending even to health systems. While numerous studies have examined the perceptions of OC among nurses and physicians, there is a notable gap in understanding the perspectives of non-patient-facing health system employees. This study aims to fill this void by investigating the perceptions and drivers of OC among non-patient-facing personnel within health systems.

This study employed a mixed-methods approach, starting with a 31-question survey disseminated to health system employees through trade organizations to capture diverse perspectives on OC. Subsequently, employees were invited to participate in semi-structured interviews. A total of 23 interviews were conducted to explore the underlying factors shaping employees’ perceptions of OC.

A total of 67 surveys were completed, with 61 used in the analysis. The results revealed a predominantly positive outlook, highlighting the significance of supportive leadership and involvement in decision-making processes. The qualitative analysis identified four key themes: effective communication and transparency, coordinated teamwork, supportive leadership and the impact of external factors like the coronavirus disease 2019 (COVID-19) pandemic.

Effective leadership should prioritize open communication, employee autonomy and involvement in decision-making. These strategies foster a culture of trust, accountability and engagement, enhancing employee morale and job satisfaction while promoting a collaborative and innovative work environment conducive to long-term success and growth.

This research examines the often-overlooked perspectives of non-patient-facing health system staff, providing valuable insights and strategies for leaders to improve OC and create a more positive, inclusive and supportive work environment.

While some hydrogen (H₂) products are available in the industrial market, new clean H₂ applications are considered critical alternatives in decarbonization efforts. As suppliers need to understand how business customers conceive the value of hydrogen, this paper aims to investigate how the value of hydrogen is described in the published evidence and to identify or propose specific tools to assess its value.

An integrative literature review is developed to synthesize studies on the value of hydrogen to identify the main value categories. Then, the authors create a novel guideline by linking three value dimensions: 1) the product-oriented value (including sustainability), 2) the elements of B2B value and 3) the concept of goal-oriented value.

This paper categorizes the aspects of value discussed so far in the literature, suggesting conceptualizing the value of H₂ value-in-use based on economic, environmental, social and technological categories. The missing value categories from the marketing perspective are related to perceived value. A comprehensive guideline for assessing the value of H₂ for business customers was developed to address that gap. The guideline can evaluate hydrogen from a multicategory perspective and compare new hydrogen products with alternatives.

First, the authors present the value of hydrogen in the B2B marketing discussion. Second, the authors propose four hydrogen value categories based on the current state-of-the-art. Third, the authors developed the multicategory guideline for assessing the value of hydrogen products for business customers (VH₂-BC).

This study has applied the model by Baldwin and Ford (1988) to empirically examine the influence of select trainee characteristics (i.e. instrumentality and motivation to transfer) and transfer design as a training design factor on the transfer of training to work. It also investigates the possible mediating role of the motivation to transfer and the moderating role of social support at work (comprising supervisor and peer support) in the transfer mechanism.

A self-reported questionnaire was used to survey employees working in a power major in India. In the first stage, we selected one geographical region of the organization using judgmental sampling. In the next stage, executives and non-executives from all five coal-based power stations in that region were selected using systematic sampling. Responses from 411 such employees were analyzed using PROCESS Macro in SPSS. A mediation analysis was done using Model 4, while the moderated mediation hypotheses were tested using Model 7 in PROCESS Macro.

Instrumentality and transfer design were found to impact training transfer through motivation to transfer. While supervisor support moderated the mediational impact of both predictors through transfer motivation, peer support moderated only the impact of instrumentality on transfer through transfer motivation.

This is the first empirical work that has integrated important predictors at trainee, training design, and work environment levels based on the perspective of factors an organization can control. Besides, establishing supervisor and peer support as contextual factors adds to the celebrated model by Baldwin and Ford.

The chapter discussed the comprehensive integration of whole life cycle (WLC) principles in construction, mainly focusing on its application in stealth construction. It outlined the challenges of implementing WLC practices, emphasising the need for proactive planning and meticulous execution. The study highlighted key aspects of the WLC in stealth construction, including considerations for building design, energy transmission, visibility management, and security countermeasures. Additionally, it underscores the importance of addressing environmental protection, health and safety, project delivery duration, economy, and aesthetics throughout the construction process to ensure the development of resilient, sustainable, and visually appealing structures that meet the needs of present and future generations.

The chapter explored the critical components, challenges, and technological advancements in construction supply chain management (CSCM), focusing on stealth construction (STC). It delved into STC encompassing nature, highlighting its unique challenges in its supply chain management and the necessity for adaptive technologies. It further discussed the benefits of tailoring supply chain management specifically for STC, emphasising the importance of developing the building’s cross-section, managing visibility, controlling energy transmission, and implementing countermeasures. Practical applications of CSCM in STC are also examined. This chapter sheds light on the complexities of managing supply chains in STC contexts and offers insights into strategies and technologies to address these challenges effectively.

In dark tourism, professional tourist guides are the primary intermediaries interacting with travelers. Guides provide them with an immersive and educational experience by drawing on many different fields such as history, geography, and literature in their narratives. They use a variety of sources in these fields to enrich their narratives, and literary works are one such source that can be particularly valuable. By drawing on the insights and inspiration from literary works, tourist guides can create engaging and memorable narratives that deepen visitors’ understanding of the local culture and heritage. The battlefield is one area where such enriched narratives are essential. Wars that have occurred in locations with both cultural and historical significance are well documented in national and international tourism literature. The way these battlefields are shown is novel. From this perspective, this study aims to: firstly, investigate battlefields that have not received sufficient attention, utilizing novels as underexplored literary sources; secondly, to analyze these sources through geo-literary reading, a relatively novel approach. The development of tour routes in five provinces in Turkey (Ankara, Eskişehir, Bilecik, Kütahya, and Afyon), where significant battles occurred during the national struggle over a period of four years, aims to provide travel companies with innovative tour programs for the global market and to facilitate the planning of specialized battlefield training for guides in these regions.