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There is a mental health crisis, particularly among young people. Despite many young people living in urban settings, reviews about the association between exposure to green or natural environments and mental health tend to focus on either children or adults. The aim of this review is to examine the scope of the global literature for this age group, to inform a systematic review on the role of exposure to green space in preventing anxiety and depression amongst young people aged 14–24 years.

Seven databases were searched for quantitative and qualitative sources published from January 2000 to June 2020. This identified 201 sources and their characteristics are described here. Gaps in the literature are also highlighted.

The number of relevant studies published per year has increased over time. Most studies are set in North America (28%) or Europe (39%). The most common study designs were observational (34%) or experimental (28%). A wide range of exposures and interventions are described.

This review included literature from predominantly high-income countries and has shown the under-representation of low-middle income countries and lack of ethnic diversity in study populations. It has also highlighted the lack of clinical measures of anxiety and depression as outcomes.

This inter-disciplinary review has contributed to the field by describing the geographic distribution of the literature and the broad range of exposures to green spaces being reported. Unlike previous scoping reviews, this review focused specifically on young people and on measures of anxiety and depression and their pre-cursers.

There is growing evidence that mental health policy is failing. One reason for this may be that the top‐down approach of governments and transnational agencies is unable to engage the grassroots successfully: in particular, users and ex‐users of mental health services. Failure to work in partnership with the grassroots begets policy failure when translated to the local level. Robert Hayward and Paul Cutler explain why international bodies like the UN, the international development banks and the World Health Organization (WHO) have been hugely influential but not necessarily successful in achieving improved outcomes for disadvantaged people, notably in countries in transition.

For over 100 years biomedical psychiatry has dominated the way people throughout the western world understand their sadness and distress, despite the lack of empirical evidence that distress has a biological basis. Now, the interests of the global pharmaceutical industry and trans‐national professional elites such as the World Health Organisation and the World Psychiatric Association are extending these biomedical accounts across the globe. This paper briefly describes biomedical psychiatry and its origins before considering how this project is closely aligned to the interests of the pharmaceutical industry. It ends with a call for a new agenda in mental health, driven by the concerns and interests of ordinary people in local communities, and an outline of recent developments in Britain and elsewhere that illustrate this challenge to the biomedical hegemony.

This paper describes our experiences from a two‐year research study to introduce evidence‐based practice (EBP) through a set of electronic information tools into two Canadian health regions. The improvisational model of technological change by Orlikowski and Hofman (1997) is used to provide the conceptual foundations for understanding the pattern of evolution associated with the tools observed in these two settings over time. Key areas to consider when changing practice identified from this study are time availability, intended use, adequate training, clinical champions, work practice fit, system refinement, around‐the‐clock support and environment influence. Health organizations should also distinguish anticipated, emergent and opportunistic changes and improvise accordingly when introducing EBP information tools in a setting that is characteristically complex, dynamic and unpredictable.

Suitable for MBA, EMBA, and executive education programs, this case uses the complexities of the oil industry to set the stage to unfold a stakeholder analysis on BP's growth and opportunity in the renewable energy sector. This public sourced case offers a discussion about the firm's overall strategy, post Gulf Oil spill, moving forward. The case describes how within a single decade, BP had emerged as one of the largest energy companies in the world. Within that scope, BP had an odd achievement: It had been building an alternative energy business and had gained a reputation as being an oil company with a regard for the environment. Then a series of preventable accidents, in the United States in particular, started to chip away at the firm's status. In a matter of five years, BP went from celebrating its most profitable period to finding itself selling assets while industry watchers wondered whether the company would survive after being responsible for the largest oil spill in the United States. Shortly following the Gulf oil spill, Robert Dudley, a legacy Amoco executive, was appointed to replace Tony Hayward, the beleaguered BP group chief executive and director. Besides the oil spill and ongoing cleanup, Dudley had slumping revenues (even before the Deepwater tragedy) and a huge rebuilding task ahead of him. Not only did he have a multinational energy company to run, but Robert Dudley had to rehabilitate the Gulf of Mexico ecosystem, compensate all who suffered loss as a result of the damage, and repair the firm's shabby reputation. Dudley needed to implement a sound long-term strategy. How would his former division—renewable energy and alternative activities—fit into his plans?

Every unexpected and sudden event (crisis) operates as a threat for an organization's reputation. British Petroleum (BP) came face to face with a crisis on 20 April 2010 when an explosion in the Deepwater Horizon oil drilling rig caused a huge oil spillage in the Gulf of Mexico. The present case study aims to describe BP's serious communication mistakes with its stakeholders managing a serious hit to BP's reputation.

The present case study attempts to provide a detailed outline of BP's communication failures by conducting in-depth investigation of secondary data (newspapers, audiovisual material, social network sites).

BP's crisis communication was a weak link in its crisis management strategy. The lessons to learn are various, both for practitioners and researchers. Practitioners should learn from the leadership, culture and public relations (PR) mistakes made by BP and avoid them in a crisis of their organisation. They should select those strategies that foster their organization's strengths and correct its weaknesses in order to take advantage of external opportunities and counter external threats.

This study could be a valuable asset in communication literature, since BP's PR strategies during this oil spill have not been studied extensively. The communications solutions BP took during the crisis were examined and certain strategies BP should have followed in order to avoid its failed PR plan are suggested, which can help both practitioners and researchers to learn from BP's mistakes and give more attention to communication strategies, which are of critical essence to all crises.

People experiencing homelessness often have complex needs requiring a range of support. These may include health problems (physical illness, mental health and/or substance misuse) as well as social, financial and housing needs. Addressing these issues requires a high degree of coordination amongst services. It is, thus, an example of a wicked policy issue. The purpose of this paper is to examine the challenge of integrating care in this context using evidence from an evaluation of English hospital discharge services for people experiencing homelessness.

The paper undertakes secondary analysis of qualitative data from a mixed methods evaluation of hospital discharge schemes and uses an established framework for understanding integrated care, the Rainbow Model of Integrated Care (RMIC), to help examine the complexities of integration in this area.

Supporting people experiencing homelessness to have a good discharge from hospital was confirmed as a wicked policy issue. The RMIC provided a strong framework for exploring the concept of integration, demonstrating how intertwined the elements of the framework are and, hence, that solutions need to be holistically organised across the RMIC. Limitations to integration were also highlighted, such as shortages of suitable accommodation and the impacts of policies in aligned areas of the welfare state.

The data for this secondary analysis were not specifically focussed on integration which meant the themes in the RMIC could not be explored directly nor in as much depth. However, important issues raised in the data directly related to integration of support, and the RMIC emerged as a helpful organising framework for understanding integration in this wicked policy context.

Integration is happening in services directly concerned with the discharge from hospital of people experiencing homelessness. Key challenges to this integration are reported in terms of the RMIC, which would be a helpful framework for planning better integrated care for this area of practice.

Addressing homelessness not only requires careful planning of integration of services at specific pathway points, such as hospital discharge, but also integration across wider systems. A complex set of challenges are discussed to help with planning the better integration desired, and the RMIC was seen as a helpful framework for thinking about key issues and their interactions.

This paper examines an application of integrated care knowledge to a key complex, or wicked policy issue.

The purpose of this paper is to determine how the media constructs images of infamous chief executive officers (CEOs) through the use of recurring themes, terms and phrases in the popular press.

This research conducts content analyses of secondary data from three popular press business sources over a two‐year period to identify the journalistic construction of 12 infamous CEOs.

The findings reveal 18 themes and eight categories of images constructed by the media, an integrated framework of CEO infamy as constructed by the media and a definition of CEO infamy.

To date, little research has focused solely on the media's construction of the infamous CEO. This paper also begins to bridge positive and negative CEO celebrity concepts.

Frederick Hayward has resigned from the Shuttleworth Collection, where he was general manager, to join Specialised Mouldings Limited as their marketing director.