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The ancient Chinese believed that the most severe curse was to be condemned to live in interesting times. They define such times as being fraught with rapid change and turmoil. Today's managers must feel they have been subjected to this greatest of all curses. Managers who have survived the recent recession must use their experiences to assist their organisations in adjusting to a changing environment. Although each manager and company will come away from their recent experiences having learned different lessons, several key lessons are common to all organisations. These concern the development of an environment for decision‐making and a system for managing all assets including the most dynamic, people.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

This paper aims to convey and analyze participants’ experience of an online mindfulness-based workplace wellness program, The Wellbeing Protocol, during the COVID-19 pandemic outbreak, with the aim of understanding the underlying mechanisms of how the program impacted stress, burnout and mental wellbeing.

New Zealand teachers participated in an online mindfulness-based wellness program in 2020. Participants’ experience was captured via focus groups and open-ended survey questions collected before, immediately after and three months following the intervention. The data were analyzed using thematic analysis.

Three themes emerged: self-awareness and nonreactivity may facilitate a reduction in stress levels, the purposeful cultivation of self-care and positive emotions may be a precursor to enhanced wellbeing and positive relationships with others and evidence of effectiveness at work may mitigate burnout symptoms. Findings depicted effective strategies to improve wellbeing as well as promising areas for further research.

For school settings: participants’ positive appraisals of the program suggest The Wellbeing Protocol might be a suitable option to support teacher wellbeing. For workplaces: the positive outcomes related to improved effectiveness and relationships at work, as well as the program’s flexibility related to its short length and online delivery, might make it a potential option to support employee wellbeing.

To the best of the authors’ knowledge, this is the first study to investigate the impact of a mindfulness-based intervention on New Zealand teachers, the first to explore the impact of the Wellbeing Protocol and one of few studies that have investigated an online mindfulness-based intervention. It has multiple qualitative data sources and a follow-up of three months.