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Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.

The authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.

Drawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.

Various studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.

Much empirical work has examined body-worn cameras (BWCs), and there is a growing interest in early intervention systems (EISs) in policing. Whether the effects of these accountability mechanisms are stable by officer gender and race remains unknown – important assumptions of each program despite differences in misconduct levels and policing practices by subgroups of officers (i.e. male vs female officers, White vs Black and Hispanic officers).

The current study uses data from a large Southwestern police department to examine the influence of BWCs and an EIS on alleged and sustained patrol officer misconduct between January 1, 2016 and December 31, 2020.

In line with expectations and the intended goal of these programs, the effects of BWCs and the EIS on officer misconduct were stable by officer gender and race.

Given the importance of addressing officer misconduct to build and maintain community trust and the rapid expansion of BWCs and EISs across the United States, it is vital that police departments consider the accountability programs they implement and the equity of these programs. The current study provides insight into this process in one agency and offers policy implications and directions for future research.

Acknowledging the importance of both lean thinking (LT) and Industry 4.0 (I4.0) for successful business performance and organisational success, the present study investigates the critical success factors (CSFs) for the concurrent implementation of both approaches, a field not yet significantly explored.

The study conducts two systematic literature reviews (SLRs), one on LT and the other one on I4.0 to map out the CSFs for the effective implementation of each approach. These CSFs are subsequently prioritised with the use of a Delphi Study. Finally, from the set of the common CSFs recognised through the two approaches, a more condensed list is put forward as the first step towards achieving a successful synergy between LT and I4.0.

The study’s findings suggest the most important CSFs and determine their definition in the context of a concurrent implementation of LT and I4.0. This can provide managers and practitioners with the awareness of crucial factors, enabling them to take the necessary steps for planning and implementing both approaches.

A concise set of CSFs for the concurrent implementation of both LT and I4.0 has been identified, which can be viewed as a starting point for providing top executives and managers with useful insights into enhanced business efficiency and performance. This study furthermore contributes to the overall body of knowledge on LT and I4.0.

The scholarly literature that explores a common set of CSFs for the concurrent implementation of LT and I4.0 is limited. This gap significantly enhances the importance of the present research, contributing to a better understanding amongst both academics and practitioners of the key supporting factors for the integration of the two approaches.

The present research work reviews and maps the thematic evolution of the interface between human resource (HR) practices and service quality (SQ) over the last 33 years.

The authors employed systematic literature review (SLR), bibliometric analysis and visualization to comprehensively map 215 papers extracted from the Web of Science and Scopus databases. The present study also helps to document the research themes that evolved through co-occurrence networks and thematic maps.

The study identifies that HR practices are the central drivers for maintaining SQ in an organization and found that teamwork, empowerment, recruitment, selection, training and reward are key for improving the SQ. It concludes the impact of HR practices on SQ, develops the knowledge structure of human resource management (HRM) operations and SQ literature and organizes it under various dimensions as antecedents and outcomes. As its foremost input, the current study proposes human resource practices and service quality (HRPSQ) framework for comprehensive HR practices and SQ in an organization.

The study is unique as it map the journey of HR practices and SQ and proposes a framework for improved performance.

The inclusion of LGBTQ + persons (lesbian, gay, bisexual, transgender, queer and having other sexual orientations and gender identities) is a crucial step in improving gender diversity in the workplace; however, till date, it remains a significant challenge for human resource management professionals. The current study critically examines this issue of an inclusive workplace for LGBTQ + people through a systematic review of the existing research that has empirically studied their experiences at the workplace. It also examines the resistance and challenges organizations face in LGBTQ + diversity training and provides future research avenues.

For systematically reviewing the literature, Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) model has been used. A total of 101 empirical studies have been reviewed.

The result shows that LGBTQ + people encounter multiple negative workplace experiences, including proximal (hiring discrimination and housing discrimination) and distal workplace discrimination (unsafe work climate, microaggressions and harassment). These aversive experiences lead to work stress while also mandating that people manage their sexual identity and style of dressing. This stress, in turn, impacts their work–family outcomes, job satisfaction and decision-making with regard to their careers.

The paper provides a holistic understanding of the aversive workplace experiences encountered by sexual minorities.