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Justice appears as an important strategic concept for promoting sustainability. Among the sustainable development goals established by the United Nations (UN), Goal 16 is about providing access to justice for all and building effective, accountable, and inclusive institutions. In the stakeholder theory perspective, the perception of fair treatment in the stakeholder management allows the organization to value fairness, impartiality, and morality among all stakeholders. The purpose of this chapter is to analyze the influence of justice in the organizational processes of a network of solidarity economy cooperatives. We used semi-structured interviews and desk research on documents made available by the network. The results point to a series of values and processes based on justice throughout the production and managerial chain, providing relationships understood as fair, which can be replicated in organizations that pursue the same ideals.

Competitiveness is an important personality trait that has been studied in various disciplines and has been shown to predict critical work outcomes at the individual level. Despite this, the role of competitiveness in groups and teams has received scant attention amongst organizational researchers. Aiming to promote future research on the role of competitiveness as both an adaptive and maladaptive trait – particularly in the context of work – the authors review competitiveness and its effects on individual and team stress and Well-Being, giving special attention to the processes of cohesion and conflict and situational moderators. The authors illustrate a dynamic multilevel model of individual and team difference factors, competitive processes, and individual and team outcomes to highlight competitiveness as a consequential occupational stressor. Furthermore, the authors discuss the feedback loops that inform the different factors, highlight important avenues for future research, and offer practical solutions for managers to reduce unhealthy competition.

This study aims to explore the effects of expertise diversity on project efficiency and creativity in health-care project teams.

This study analyzes hierarchical linear models using multi-source data from 50 project teams in a large health-care organization in the USA. This data set includes self-reported survey responses from 274 team members and human resource information for all 515 members across the 50 teams. Expertise diversity is operationalized by professional diversity and positional diversity reflecting two dimensions, domain and level, of the concept of expertise.

This study reveals that professional diversity is negatively related to project efficiency and project creativity, whereas positional diversity is positively related to project efficiency.

Successfully managing a project team of experts within a limited time frame is a challenge for organizations. This study advances the understanding of the double-edged sword effect of expertise diversity on project teams, focusing on professional and positional diversity. It provides important insights for human resource development in terms of the composition of project teams regarding members’ expertise.

Using the lens of upper echelons theory, this study examines the degree to which National Collegiate Athletic Association athletic department performance outcomes are associated with the personal characteristics and experiences of the athletic director leading the organization.

The authors match organizational performance data with athletic director and institutional characteristics to form a robust data set spanning 16 years from the 2003–04 to 2018–19 seasons. The sample contains 811 observations representing 136 unique athletic directors. Fixed effects panel regressions are used to analyze organizational performance and quantile regression is used to analyze organizational revenues.

The authors fail to uncover statistically significant evidence that athletic director personal characteristics, functional experience and technical experience are associated with organizational performance. Rather, the empirical modeling indicates organizational performance is primarily driven by differentiation in the ability to acquire human capital (i.e. playing talent). The results also indicate that on average, women are more likely to lead lower revenue organizations, however, prior industry-specific technical experience offsets this relationship.

In opposition to upper echelons research in numerous settings, the modeling indicates the personal characteristics and experiences of the organization's lead executive are not an economically relevant determinant of organizational performance. This may indicate college athletics is a boundary condition in the applicability of upper echelons theory.

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social interactions. The promotion of workforce diversity within an organisation holds considerable importance for several reasons. These include the impact of globalisation, the amalgamation of ideas stemming from diverse ethnic groups, the inclusive progress facilitated by individuals from varying economic and religious backgrounds, and the unique perspectives brought to work by those hailing from different regions of the country.

Purpose: Literature exhibits that the perception of organisational justice is a crucial factor in elucidating the dynamic between subordinates and their supervisors, and its consequential effect on the long-term viability of the enterprise.

Methodology: The research reports responses from 107 Delhi NCR employees. Before the main investigation, a pilot study with 20 employees was conducted for assessing the scale’s reliability and validity.

Findings: The current study has provided evidence indicating that different dimensions of organisational justice have a significant impact on individual work behaviour, specifically task performance behaviour (TP), employee silence (ES), and organisational counterproductive behaviour (CBP). Moreover, this impact is influenced by several factors, including emotional intelligence (EI), social desirability, and the age of employees.

This paper investigates the intricate process of integrating historically excluded social groups into long-established routines. Drawing on a dialectical perspective, the research explores how persistence and change emerge through the interplay of opposing forces, shedding light on the dynamics of integrating new participants while ensuring stability in established routines. The empirical focus is on an Armed Forces’ ground combat training (GCT) course, examining the integration of the first female officers after the formal ban on their participation in close-combat roles was lifted. The findings reveal a nuanced evolution of routine adaptation and truce reformation, characterized by three dialectical cycles: tentative truces, experimental truces, and enactment truces. These cycles involve negotiations between continuity and reformation, accommodation and resistance, and modification and preservation, uncovering a dialectical dance where organizational actors invest intense effort in maintaining the status quo while accommodating ambiguity and settling tensions. The findings extend our understanding of routine dynamics by illuminating the performative aspect of truce-making, highlighting the effortful processes involved in accommodating new participants. This paper establishes a connection between routines and dialectics, providing novel avenues for exploring complex organizational challenges and emphasizing micro-strategies employed by routine participants to address differences in practice. It also contributes to the field of organizational inclusion by offering a dialectical understanding of integration, showcasing the intricate dynamics involved in integrating historically excluded groups into established routines.

The study aims to investigate factors impacting consumers’ intention to adopt collaborative consumption (CC, hereafter) services. It extends the existing knowledge of CC services by testing and validating the moderating role of coercive power and the mediating role of attitude.

Applying random sampling, the data was collected through the mall intercept method across four cities in India and was analyzed using partial least square-structural equation modeling and artificial neural network to test the proposed hypotheses. A follow-up qualitative study consisting of 15 in-depth structured interviews helped validate the results of the quantitative research.

Results of the conducted survey revealed that a sense of community, reason-based trust and enjoyment positively impact consumers’ attitudes toward CC services. Attitude positively impacts intention and shows a partial mediating influence on the relationship between motivations and intentions. Furthermore, the results revealed the moderation of the perceived coercive power of the service provider. The results of the follow-up qualitative study validated the results of the quantitative research.

Managers of CC firms must understand the relative importance of intrinsic and extrinsic motivations in formulating the attitudes of consumers and intentions toward CC services. CC managers should acknowledge the influence of the consumer’s perceived coercive power of service providers and consumer’s reason-based trust.

To the best of the authors knowledge, the current research is the first of its kind. It has justifiably and logically applied self-determination theory and a slippery slope framework in a single context. By testing the moderating impact of coercive power, the research extends the existing literature on CC and the applicability of coercive power in CC. The present study extends the knowledge regarding the consumer’s perception of reason-based trust and the perceived coercive power of service providers in CC.

In this chapter, I reflect on my experiences doing ethnographic inquiry to argue that a critical ethnographic onto-epistemology must be central for culturally responsive evaluators who work from ethnographic and social justice orientations. An onto-epistemology can be understood as the “hybridized ways of knowing and being” used to “navigate…our lived experiences” (Boveda & Bhattacharya, 2019, p. 8). A critical ethnographic onto-epistemology illuminates potential strategies for culturally responsive evaluators to more authentically, critically, and reflexively engage with the communities and actors implicated in their evaluations. This reflexivity considers different theories of culture shaping the design, implementation, analysis, and outcomes of ethnographically oriented evaluation. I chart how theories of culture in culturally responsive evaluation (CRE) have evolved from a view of cultural difference to focus on a group's behaviors, values, and shared customs. As the concept of culture is central to CRE (Hood et al., 2015), I argue that it must align itself with contemporary anthropological literature that theorizes culture as a fluid set of unevenly dispersed resources that actors construct, use, and connect as they make meaning of and organize themselves within larger societal arrangements and institutions (Levinson et al., 2015). I ground this argument in reflections around three components of my critical ethnographic onto-epistemology: criticality, politicality, and internal and relational forms of transparency. Culturally responsive evaluators may benefit from exploring how a critical ethnographic onto-epistemology can shape theories of culture in CRE, moving toward more critical theories and epistemologies that counter the residues of coloniality which shape both ethnography and evaluation.

Due to the crisis originated by the COVID-19 pandemic, an important number of workers have been incorporating the telework modality. In this context, the distance from the workplace generates new dilemmas for work performance. In the paper the authors study the role of some individual and social antecedents on telework outcomes. In particular, they empirically investigate the direct relationship between trust (TR) and telework performance (PER) and explore mediators of that relationship such as social isolation (SI) and fatigue (FA).

A theoretical model with three main hypotheses is proposed and tested using partial least square structural equation modeling (PLS-SEM). The study sample, of an exploratory nature, consists of a dataset of 201 teleworkers working in Spanish companies.

The relevance of the proposed model is demonstrated and FA is found to be the factor that most affects (negatively) PER, followed by TR (positively) and SI (negatively). Beyond the direct effects, the results provide support for the role of SI and FA in mediating the relationship between TR and PER.

This paper discusses the PER dilemma and proposes and tests a background model that may be useful for future research. The results are of interest to human resource managers, consultants, academics and telework tool developers and managers. Practices are proposed to improve TR or to reduce feelings of SI or FA. The research provides a practical evaluation tool for telework implementation.