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This chapter explores theory and local context of socially constructed pandemic fears during COVID-19; how material and non-material fear objects are construed, interpreted and understood by communities, and how fears disrupt social norms and influence pandemic behavioural responses. We aimed to understand the lived experiences of pandemic-induced fears in socioculturally diverse communities in eastern Indonesia in the context of onto-epistemological disjunctures between biomedically derived public health interventions, local world views and causal-remedial explanations for the crisis. Ethnographic research conducted among several communities in East Nusa Tenggara province in Indonesia provided the data and analyses presented in this chapter, delineating the extent to which fear played a decisive role in both internal, felt experience and social relations. Results illustrate how fear emotions are constructed and acted upon during times of crisis, arising from misinformation, rumour, socioreligious influence, long-standing tradition and community understandings of modernity, power and biomedicine. The chapter outlines several sociological theories on fear and emotion and interrogates a post-pandemic future.

How well does the “Law of One Price” operate across countries? Interest in this question has been stimulated by the Monetary Aproach to the Balance of Payments (Frenkel and Johnson (1975)) which uses the law to determine the price of traded goods in open economies.

Research and development of out‐patient case mix systems, to plan and monitor resource use in the out‐patient sector, has hitherto not been accorded priority in the NHS. As part of an investigation of their usefulness, a survey of NHS professionals′ requirements for out‐patient case mix was conducted. The results confirmed that there was support for developing out‐patient case mix systems, although different users had different requirements. However, a common theme to emerge was the desirability of constructing holistic systems which cover in‐patient, day‐case and out‐patient care. Additionally, development of care packages was seen as a necessary first step in constructing systems for out‐patient care. Concludes that visit‐based case mix systems are unlikely to fulfil users′ requirements and recommends that case mix contracting projects by Healthcare Resource Groups should be extended to the out‐patient sector, but must recognize that existing systems do not meet users′ requirements.

A team from Macpherson Paints' marketing department at Bury, Lancashire, are seen here celebrating their achievement of reaching the final four in a national marketing game.

AT the present time leisure is a subject which does not attract much serious attention. Sporadic discussions break out now and again among small groups; or it provides a topic for the popular press during the ‘silly season’. There is, however, a distinct possibility that in the measurable future an Institute of Leisure Study will be needed.

To provide a concise briefing on the use of storytelling as a business tool in organizations.

This briefing is prepared by an independent writer who adds his own impartial comments and places the argument in context.

Denning became converted to the effectiveness of storytelling as a business tool after witnessing its goals achieved in practice. He warns, however, against a “one size fits all” approach, recommending instead adopting different styles in different situations and asking if the intention is, for instance, to spur action or to transfer knowledge. Gold and Holman's study is a thorough, and consequently lengthy, consideration of an experientially based personal development module on a management diploma that was redesigned according to social constructionist ideas about learning and managerial activity. Parkin's article gives an intriguing insight into how offering information and instruction in the form of a story enables the brain to make us feel more relaxed, as opposed to feeling threatened by change with a consequent decline in the capacity for creative thinking.

Provides plenty of useful guidance to human‐resource and training specialists considering the introduction of storytelling in their organizations.

Provides some useful information on the use of storytelling as a business tool in organizations.

Explores the concept of teamworking and the wholesale changes in attitudes, systems and practices which the idea brings. Considers the cultural and communication issues which require addressing. Uses a case study of a medium sized US owned engineering company which has operated in North East of England for over 30 years. Emphasizes the need for meaningful dialogue at all times. Reflects on the outcome of the case study and introduces a framework for change.