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Bipolar disorder is associated with poor mental and physical health outcomes, and therefore, it is crucial to research and develop effective interventions for this population (Grande et al., 2016). Unfortunately, research on the efficacy of current interventions shows only small improvements in symptoms and quality of life (Oud et al., 2016). Additionally, individuals with bipolar disorder face barriers to accessing care like social stigma, isolation and financial constraints (Blixen et al., 2016). This paper aims to introduce and examine the effectiveness of an accessible, peer-led group program, Mood Lifters (Votta and Deldin, 2022), in those who completed the program and also self-reported a diagnosis of bipolar disorder.

Mood Lifters is a 15-week, peer-led group program that approaches mental wellness from a biopsychosocial framework using strategies from a variety of evidence-based treatment methods (e.g. cognitive-behavioral therapy, dialectical behavior therapy, interpersonal psychotherapy, etc.). Participants meet once a week for 1 hour to review various mental health topics, including behavioral changes and insight into mood patterns. Individuals who participated in nonacademic groups in a company setting and self-reported a bipolar diagnosis were surveyed at the beginning and end of their program to measure various aspects of psychological functioning.

Results suggest that these individuals experienced significant improvements in depression, anxiety, social functioning and perceived stress, along with flourishing and positive and negative affect.

These findings are promising, given that bipolar disorder is historically difficult to treat (Grande et al., 2016). Based on this preliminary evidence, the authors have developed a Mood Lifters program specifically for individuals with bipolar disorder and are launching a randomized control clinical trial.

The purpose of this paper is to identify how small to medium‐sized enterprise (SME) fashion retailers can achieve a true understanding of customer trends to close the needs to offer gap in a highly dynamic sector.

A single case study approach is adopted in light of the limited research in this area. Data collection involved a multi‐stage and multi‐methods approach over a six month period to increase the validity of findings and the triangulation of data.

The findings of this paper highlight, first, the need for formal CRM intervention; and, second, the issues involved in the implementation of a loyalty program.

In the absence of specific knowledge in this area, a framework is developed to advance both theoretical and practical understanding of how SME fashion retailers can build and manage close customer relationships in the new economy.

The purpose of this paper is to understand how small to medium-sized enterprise (SME) retailers adopt and implement a loyalty card programme as a marketing management decision-making tool.

A qualitative and longitudinal case study research design is adopted. Data were collected from multiple sources, incorporating semi-structured interviews and analysis of company documents and observation within a retail SME.

The findings presented focus on the loyalty card adoption process to reflect both the organisational issues and impact upon marketing management decision-making.

This research is restricted to one region within the UK, investigating loyalty card adoption within a specific industry sector.

SME retailers operate in an industry environment whereby there is a competitive demand for loyalty card programmes. SME retailers need to carefully consider how to match the firm’s characteristics with customer relationship management (CRM) operational requirements as highlighted in this case.

The evidence presented extends current knowledge of retail loyalty card programmes beyond the context of large organisations to encompass SMEs. The study also illustrates the value of a structured, formal CRM system to help SME retailers compete in a complex, competitive and omni-channel marketplace, adding new insights into the retail literature.

According to the research conducted by the authors, the number one fear of employees around the world is that of becoming obsolete. The purpose of this article is to review five practices that employees can use to stay up to date and what organizations can do to support those practices.

The authors’ research mission was to discover how changes in the global economy and shifting demographics will impact the employment and talent marketplace. They collaborated with SAP SuccessFactors. Oxford Economics to conduct twin studies of 5,500 executives and employees across 27 countries to find out what the future workforce is thinking, wanting and worrying over. In addition to the global surveys, they interviewed and spoke to over 300 people, and consulted with dozens of academic or corporate learning experts to refine and validate their five practices that employees and organizations can use to prepare for tomorrow. They also reviewed over 1,000 academic papers or texts to support their conclusions.

The five practices to stay prepared for tomorrow are: Learn on the fly: maximize the opportunities you already have to learn while working: be open: do not let opportunities pass you by: build a diverse network: understand what kind of a network is best for advancing a career. Be greedy about experiences: learn how to be strategic in choosing assignments and projects. Bounce forward: recover from setbacks and failures to stay motivated about your career.

Career advice for the modern age is sorely lacking. The authors are both graduates of the scholar/practitioner doctoral program at Case Western Reserve University. As a result, a great value of this article is the bridge between solid research and practical advice. Additionally, the example strategies are included at two levels – for the employee and the organization.

The purpose of this paper is to test whether supportive workspace design, cultivation of high-quality leader–member relationships and vision alignment explain incremental variance in job satisfaction, work engagement and overall life satisfaction beyond antecedents identified in an earlier model of healthy workplace practices.

This paper reports the results of a survey study with a diverse sample of 214 employees.

In a series of regression analyses, the findings revealed that supportive workspace design, cultivation of high-quality leader–member relationships and vision alignment each explain incremental variance in one or more outcome variables (job satisfaction, work engagement and overall life satisfaction) beyond that of antecedents identified in an earlier model of healthy workplace practices.

The present study identifies additional important variables to consider when conducting future research on healthy workplace practices. Future research could use longitudinal or experimental designs to further investigate the causal direction of the relationships identified in the present paper.

Managers can implement the practices identified in this paper to improve employees’ work engagement, job satisfaction and overall life satisfaction.

This paper offers insights about how to improve employees’ lives, and thus, the potential impact is far-reaching and meaningful.

This paper empirically assesses workplace variables that were not included in tests of the prior healthy workplace practices model.

This cross-disciplinary, empirical study aims to examine the phenomenon of organizational opinion leadership. Extant research concerning social capital and both referent and expert power suggests that informal opinion leaders within an organizational setting have the ability to influence their co-workers. This study focuses on the transformational leadership characteristics of idealized influence-attributed (charisma) and -behavior (role modeling). The social exchange aspects of the opinion leader–seeker relationship process are examined through an application of dyadic concepts found within leader–member exchange (LMX) theory. This study examines potential outcomes of opinion leader influence, specifically, opinion-seeker perceived organizational support (POS), affective commitment and normative commitment.

This study examines the dynamics of organizational opinion leader (OOL)–organizational opinion seeker (OOS) relationship to determine whether OOLs influence OOSs through role modeling and charisma, captured through the idealized influence aspect of transformational leadership. The OOL–OOS relationship is examined through the lens of LMX, commonly used to examine supervisor–subordinate exchange relationships. This study also examines whether OOLs’ idealized influence and OOL–OOS exchange relationships are related to OOSs’ perceived organizational support (POS) and both affective and normative commitment, and whether POS mediates their influence. Hypotheses are offered and survey data collected from a heterogeneous sample of 646 individuals is examined using structural equation modeling.

The results suggest that idealized influence consistently positively influences the outcomes. LMX-affect, -loyalty and -professional respect influence OOS perceptions of POS. Idealized influence and POS influence OOS affective and normative commitment. LMX-affect influences OOS affective and normative commitment, while LMX-loyalty influences normative commitment. LMX-professional respect slightly influenced OOS affective commitment negatively, suggesting that respect does not engender positive feelings and had no influence on normative commitment.

This interdisciplinary study integrates concepts found within marketing, political science and organizational literature works to shed new light on the informal influence organizational members have on one another, which furthers our understanding of both shared leadership and opinion leadership. This research provides another frame for the concept of shared leadership, suggesting that OOL influence occurs horizontally and vertically within organizations. The overall findings suggest that both the characteristics of opinion leaders and the quality of OOL–OOS relationships matter.

This research highlights the importance of recognizing and enabling organizational members whose opinions are sought by their peers. Organizational opinion leadership exists within organization and influences organizational members’ attitudes and perceptions. Therefore, it is a necessity that organizations understand the phenomenon and guide it, much as organizational culture is guided, so that it produces positive organizational outcomes.

Very little research exists concerning organizational opinion leadership. This study breaks new ground by developing theory, applying accepted constructs to the phenomenon and empirically testing the impact of opinion leadership.

Governments have demonstrated a renewed interest in progressing gender equality for their workforces, including in Australia. This refocusing has resulted in a tranche of new gender equality policies being introduced into the Australian Public Service (APS). The purpose of this paper is to examine how New Public Management (NPM) is reflected in these gender equality policies and consider whether NPM may assist or hinder gender being “undone” or “redone” in APS organisations.

A content analysis was conducted to assess the strategies contained within the gender equality policies of all 18 Australian government departments.

The content analysis reveals that the policies strongly reflect an NPM framing, except in one important area – that of monitoring and evaluation. The lack of attention to this crucial element of NPM may hinder effective implementation of many of the policies. The authors also conclude that while good intent is evident in the policies, they may “redo” rather than “undo” gender in organisations.

The paper will assist organisations which are developing and implementing gender equality policies. Even though NPM is specific to the public sector, the research highlights the potential and pitfalls when developing such policies in an environment focused on increasing efficiencies and reducing costs.

While gender equality and public sector reforms occurred simultaneously in Australia, few researchers have examined the interactions between the two.

Purpose – This chapter explores how select “evidence-based” police scholars act as gatekeepers to research opportunities, in Canada, thus impeding critical research that pertains to Black communities.

Methodology/Approach – Using the critical race method of counter-storytelling, the following narrative demonstrates how race and racism may play a role in the collection and dissemination of research that examines racial bias in Canadian policing. This methodology aims to refute the notion of critical objectivity, which is often used to promote the principles of evidence-based policing (EBP).

Findings – Findings suggest that through various powers and levels within both the policing and academic community, a select number of scholars have influence over Canadian policing research that explores racial bias and discrimination. As such, research that may help to develop effective and efficient policing programs to address racial bias, is thwarted.

Originality – No Canadian study explores anti-racist training programs or evaluates their effectiveness. This chapter demonstrates that this may be the result of gatekeeping. The following chapter provides insight into how this is done within EBP circles.

Games are rapidly becoming a site where cultural ideas are explored and consumed and have recently become an arena for debate around representations of gender. This chapter draws attention to key debates occurring in the field of video games that are also applicable to film studies. This interdisciplinary approach demonstrates the relevance to game studies of a rich vein of scholarship on the gendered action body in film studies. Drawing on research by Yvonne Tasker (1993, 2015), Lisa Purse (2011) and Jeffrey Brown (2011), this chapter seeks to unpick the tensions around gender and violence in the reception of The Last of Us Part II (Naughty Dog, 2020), particularly regarding the surprisingly vehement backlash against the unconventionally muscular deuteragonist Abby.

This chapter asks what happens when the ‘spectacular’ and ‘hard’ bodies of the action heroine enter the soft virtual world of the video game. A focus on whether Abby's body is realistic in the reception of the game leads to a discussion of the ontological status of games as a virtual medium. I argue that the process of motion capture and the real-world reference of CrossFit athlete Colleen Fotsch trouble the conventional dichotomy that understands the medium of games as virtual and film as indexical. Throughout, I use the more ambiguous and ambivalent historical reception of the body of Lara Croft as a useful point of contrast. I argue that the obsessive, hysterical response to Abby's muscular body is indicative of larger tensions between conservative ‘hardcore’ fandoms and the industry's recent drive for progressive change. By denying Abby's authenticity such players also deny female access to traditional masculine pursuits and identities, whether that be bodybuilding or gaming. This is because virtual female action stars, just as much as their real-world counterparts such as Linda Hamilton, trouble the gendered norms that underpin both second-wave feminist accounts of muscular women and the audience of hardcore video game players. As Fron, Fullerton, Morie, and Pearce (2007) critique in their article ‘The Hegemony of Play’, a double standard therefore exists in which such women must justify the reality of their musculature through a kind of ‘proof of process’. Ultimately, I conclude that a similar demand is made of the emergent female audience of gamers, who are continuously made to justify their right to play in a traditionally male space.