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This study aims to identify effective behaviors in labor-management negotiation (LMN) and, on that basis, derive overarching psychological principles of successful negotiation in this important context. These empirical findings are used to develop and test a comprehensive negotiation training program.

Twenty-seven practitioners from one of the world’s largest labor unions were interviewed to identify the requirements of effective LMN, resulting in 796 descriptions of single behaviors from 41 negotiation cases.

The analyses revealed 13 categories of behaviors critical to negotiation success. The findings highlight the pivotal role of the union negotiator by illustrating how they lead the negotiations with the other party while also ensuring that their own team and the workforce stand united. To provide guidance for effective LMN, six psychological principles were derived from these behavioral categories. The paper describes a six-day training program developed for LMN based on the empirical findings of this study and the related six principles.

This paper has three unique features: first, it examines the requirements for effective LMN based on a systematic needs assessment. Second, by teaching not only knowledge and skills but also general psychological principles of successful negotiation, the training intervention is aimed at promoting long-term behavioral change. Third, the research presents a comprehensive and empirically-based training program for LMN.

In this chapter, we review the historical development of elite theory, and then we propose a way forward beyond it. Elite theory emerged as a critique of democracy in the late 19th century. Although it used historical materials illustratively, it tended to be ahistorical theoretically because its primary aim was to demonstrate the perdurance of elites even in conditions of mass suffrage. Lachmann was the first scholar to develop elite theory as a truly historical and explanatory framework by combining it with elements of Marxism. Even Lachmann's theory, however, remained inadequate because it did not rest on a fully articulated theory of power. In this introduction, we suggest a “relational power theory” as a remedy to this situation, and we use it to formulate a general heuristic for the study of elites, nonelites, and their interrelationships. To illustrate its utility, we show how it can illuminate the chapters in this volume (though they were not necessarily written for these purposes).

The study aims to investigate the impact of industrial robot application on corporate labor cost stickiness and labor investment efficiency in China.

Using the textual analysis to construct firm-level industrial robot application indicators in China, we implement the methodology in Anderson et al. (2003) and Banker and Byzalov (2014) to estimate cost stickiness.

We argue that the industrial robot uses in China would increase firms’ labor adjustment costs by increasing the employment scale and upgrading the employment structure (i.e. by employing more high-skilled and high-educated labor). Consistent with our expectation through the channel of labor adjustment costs, the use of robotics increases firms’ labor cost stickiness. We further find that the positive impact is more significant among labor-intensive industries, and among state-owned enterprises with lower labor adjustment flexibility. We also find that industrial robot uses do not decrease the labor cost stickiness even when robots are more likely to substitute labor. Finally, we find that industrial robot uses significantly facilitate more efficient hiring practices by mitigating overinvestment in labor (i.e. over-hiring).

Against the backdrop of intelligent manufacturing worldwide, our study sheds new insight into the effects of new technologies on corporate labor cost behavior in developing countries. We contribute to scant studies examining how robotics, AI adoption or other automation technologies (e.g. specialized machinery, software, etc.) affect corporate cost behavior.

The purpose of this paper is to understand demographic group (race, first-generation college graduate, gender, age) differences among perceived family and faculty social and family financial support within the US graduate school admissions pipeline in the social sciences.

Using data from a cross-sectional convenience sample survey (N = 99), this paper looks at ordinal social support variables (faculty member support, family social support and family financial support) by demographic groups. This paper uses a Mann–Whitney U test to compare first-generation status, race and gender and a Kruskal–Wallis H test to compare age groups.

This paper finds that applicants over 27 years old had significantly less faculty support in the graduate admissions pipeline compared to other age groups; differences in faculty support across race were marginally significant (p = 0.057). Regarding family social support, this paper finds first-generation applicants, male applicants and applicants over 27 years old report lower levels of support. Finally, this paper finds first-generation applicants and applicants over 27 years old report lower levels of familial financial support.

Previous literature on graduate admissions – published in this journal (Pieper and Krsmanovic, 2022) and others – does not consider experiences up to and before applicants hit the “submit” button on graduate applicants, which the authors term the graduate admissions pipeline. Instead, most previous literatures focus on faculty committees and validity of required application materials. Thus, this study begins to answer Posselt and Grodsky’s (2017) call to develop an understanding of applicant experiences and support within the graduate admissions pipeline.

The ongoing anthropological transformation urges the rethinking of education, underlining the inadequacy of our schools and universities in dealing with hypercomplexity, that is, with the global extension of all political, social, and cultural processes and with their indeterminacy, interdependence, and interconnection. The idea that educational processes are questions of a purely technical/technological nature, solely a problem of skills and know-how, is the “great mistake” of the hypertechnological society, based on the illusion of being able to measure and quantify everything, to eliminate error and unpredictability, and to achieve total control and rationality. It is necessary to rethink education radically because the extraordinary scientific discoveries and the dynamics of the new technologies have completely overturned the complex interaction between biological and cultural evolution, doing away with the borders between the natural and the artificial. Emergence and emergency themselves are structural features of complex systems (living, social, and human systems), rendered hypercomplex through today’s acceleration and virality, regarding not only education and socialization but also the representations and perceptions of all systemic processes. The merging of fields of knowledge and an epistemology of error become essential for the analysis and interpretation of this hypercomplexity and the unpredictability that distinguishes it.

This chapter addresses one of the most common and long-standing problems among college students, namely depression, as well as a potential consequence of depression, suicide. A formal definition of depression is presented, and symptoms of depression are discussed. Notably, clinical depression is differentiated from “feeling down” or having “the blues.” Common measures of depression for college students are described, and the current prevalence of depression among college students is explored, along with data pertaining to trends and trajectories. Particular attention is devoted to differences in rates and severity of depression among students of various ethnicities, gender identities, disabilities and sexual orientations. Next, the chapter covers various theories about and studies on the causes and consequences of depression, as well as preventive and remedial efforts that students can engage in to minimize the adverse effects of depression. The chapter concludes with a focus on college student suicide, including its prevalence, predictors of suicidal thoughts and behaviors and prevention and treatment of college student suicide.

This paper aims to draw on values theory, associative network theory and schema congruity theory to examine how consumers attribute human-like values to product categories and products, and how these attributions affect product evaluations.

Study 1 randomly assigned 925 respondents to one of three product categories (cars, mobile phones and vacations). They were asked about their values and to attribute values to an assigned product category. Study 2 randomly assigned 919 respondents to one of the four value-expressive car conditions. They were asked to attribute values to the car, and then about their attitudes and purchase intentions.

Respondents attributed human-like values to product categories and products that were distinct and reflected the motivational compatibilities and conflicts inherent in the circular structure of human values. Moreover, multifaceted value congruity effects were found to positively influence attitudes and intentions to purchase a car, including congruity with product category values-schema, consumers’ personal values-schema and the structure of human values.

The authors demonstrate how a cognitive memory-based view can be used to better understand the complexities of the attribution of human-like values to products and product categories. Moving beyond the attribution of brand personality, this study shows the importance of not only understanding the attributions of values to a product but also considering how these attributions interact with the more abstract product category values to influence evaluations.

The purpose of this research is to identify how a reward programme name (“loyalty programme” (LP) versus “customer club” (CC)) influences the type of central rewards expected and their impact on loyalty to the retailer.

The authors conducted a survey followed by an experiment.

Central rewards from programmes called LP are equally hard and soft, whereas central rewards from programmes called CC are mainly soft. Providing customers with central rewards increases satisfaction with the programme and loyalty to the retailer, but only for programmes called LP.

Loyalty managers are advised to pay particular attention to the consistency between the type of rewards they offer and the reward programme name that carries them. Contrary to the name LP that leads to me-too programmes, the name CC offers more flexibility to choose the rewards, providing opportunities to stand out from competing programmes.

By building on a new and original theoretical approach, this research is the first attempt to investigate the effect of the reward programme naming decisions on customers' evaluations and responses.

This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.

The proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.

Results indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.

Possible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.

To retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.

To the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.