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This study aims to assess how envy, both directly and indirectly, through negative behaviors such as ostracism, negative word-of-mouth and alignment with the negative behaviors of superiors, influences innovative behavior based on the cultural dimension of individualism versus collectivism.

The data was collected using a survey applied to 305 individuals between October 2022 and June 2023. The model developed was analyzed and validated using partial least squares estimation with structural equation modeling (PLS-SEM) and PLS-SEM multigroup analysis techniques.

The results suggest that for individualistic individuals, negative word-of-mouth exerts a greater positive mediating influence on the relationship between envy and ostracism, and that envy exerts a greater positive influence on both alignment with the negative behaviors of superiors and on ostracism. In addition, the results indicate that negative word-of-mouth and ostracism together negatively influence the relationship between envy and innovative behavior.

This research provides empirical evidence that envy triggers negative behavior in both individualistic and collectivist individuals. Thus, in practical terms, envy can be considered as something more primitive that goes beyond the accepted values of sociability, especially in the organizational environment.

The main contribution of this research is to understand the effects of envy on innovative behavior, based on a conceptual model that considers the mental programs that differentiate one group of individuals from another. In addition, it presents theoretical and empirical implications that provide descriptive evidence of behaviors, making it possible to broaden the psychological understanding of them. In this specific sense, this research differs from other organizational studies, whose objectives are to standardize behavior.

Prior research indicates that phubbing – ignoring others and focusing on one’s smartphone – in romance-, work- and education-related situations can seriously damage interpersonal relationships. Despite the fact that phubbing during dining occurs often, prior research has not focused on this behavior. In a situation of hedonic consumption such as restaurant dining, affects such as emotion and mood play an important role in determining consumption satisfaction and consumer behavior. Accordingly, this study aims to examine the impact of phubbing during dining on consumer satisfaction with their dining experience. It also identifies the psychological mechanisms underlying this effect, highlighting the mediating role of affect.

Survey data were collected from 740 Japanese consumers and structural equation modeling was performed to test the hypotheses.

The results show that phubbing during dining negatively impacts consumers’ dining experiences; the effect is mediated by social exclusion and mood, and mood in particular is a strong mediator.

This study contributes to better understanding of consumer behavior by indicating the harmful effect of phubbing on service outcomes and clarifying the psychological mechanisms underlying phubbing during dining.

Autoethnography as a methodology has proved increasingly attractive to higher education researchers in recent years, particularly those in marginalized positions. This article examines the extant research literature, focusing on the origins and meaning of the approach, how it has been applied in practice and the issues and critiques that have been raised. It concludes that collaborative forms of autoethnography probably offer the best way forward.

The topic of well-being has been visible in academic and other discussions in recent years, but the gender aspects of well-being are often neglected. Research on well-being is related to different specific domains, whereby well-being is positioned in the context of work in the manuscript. Gender divisions and gender differences permeate the labour domain at all levels and sectors, producing and maintaining gender inequalities and gender-based asymmetries. This chapter presents a descriptive analysis of data obtained from an online well-being survey in the PR and communication sector in Croatia. Data related to three dimensions of well-being at work are presented: (1) employee relationships at work (relations with supervisor and co-workers), (2) work–life in/balance and (3) gender in/equality (gender-based discrimination and harassment). A gender perspective is also included for each dimension. It was established that most respondents: (1) work in a working environment where relationships are still based on solidarity and mutual support, (2) have problems in harmonising work and life, (3) at some stage of their career witnessed or personally experienced some forms of gender discrimination and/or sexual harassment. Gender differences are identified in every researched dimension. These gender differences produce greater challenges for women and invite work organisations to change and introduce gender sensitive policies and inclusive procedures.

The paper follows Jason Cope's (2011) vision of a holistic perspective on the failure-based learning process. By analyzing the research since Cope's first attempt, which is often fragmentary in nature, and providing novel empirical insights, the paper aims to draw a new comprehensive picture of all five phases of entrepreneurial learning and their interplay.

The study features an interpretative phenomenological analysis of in-depth interviews with 18 failed entrepreneurs. Findings are presented and discussed in line with experiential learning theory and Cope's conceptual framework of five interrelated learning timeframes spanning from the descent into failure until re-emergence.

The study reveals different patterns of how entrepreneurs experience failure, ranging from abrupt to gradual descent paths, different management and coping behaviors, and varying learning effects depending on the new professional setting (entrepreneurial vs non-entrepreneurial). Analyzing the entrepreneurs' experiences throughout the process shows different paths and connections between individual phases. Findings indicate that the learning timeframes may overlap, appear in different orders, loop, or (partly) stay absent, indicating that the individual learning process is even more dynamic and heterogeneous than hitherto known.

The paper contributes to the field of entrepreneurial learning from failure, advancing Cope's seminal work on the learning process and -contents by providing novel empirical insights and discussing them in the light of recent scientific findings. Since entrepreneurial learning from failure is a complex and dynamic process, using a holistic lens in the analysis contributes to a better understanding of this phenomenon as an integrated whole.

After briefly presenting the composition of the Scottish independence movement, this chapter examines the sources of fragmentation within it, at the level of goals, ideology and strategy. All movement organisations share a common goal of independent Scottish statehood, but they understand independence in different ways and support different degrees of independence both from the United Kingdom itself and from two major international organisations, namely the EU and North Atlantic Treaty Organization (NATO). At the level of ideology, the movement organisations all claim to belong to one or both of two ideological families: the nationalist family and the wider left family (including its socialist, social-democratic and ecological branches). If the whole movement is united in its identification with the left, it is however divided in the way it envisages nationalism and positions itself in relation to it. Finally, although the whole movement is united in backing both a legal path to independence and institutional strategies, the most significant sources of fragmentation in the Scottish independence movement have been strategic. Alongside gender self-identification, internal divisions over what strategy to adopt to reach the movement's goal of independence were among the main reasons behind the birth of new parties in the early 2020s. This chapter concludes that assessing the extent to which the Scottish independence movement is united or fragmented is a question that can only be answered in a chronological manner.

Information was obtained in interviews with Richard Nagel in Winter/Spring 2022. This information was supplemented by material from secondary sources. The only information that was disguised were the real names for Bob Crater, Tim Landy, Jane Tolley and Mary Nagel.

The case was classroom tested in Summer 2022. The responses from students helped to shape the writing of the case.

Richard Nagel, the owner of the RE/MAX Elite real estate agency in Monmouth Beach, New Jersey, has just learned that one of his agents, Tim Landy, quit and left the industry. Tim was a young real estate agent and Richard had spent considerable time training him. Tim was motivated and he worked hard to prospect for business, but he showed that he was experiencing difficulty closing on his sales. Richard decided to recommend that Tim work with another agent, Bob Crater, as Bob was an experienced salesman but was not doing the up-front prospecting that Tim was doing. Richard suggested two different strategies to the two agents – a pairing up arrangement and peer-to-peer learning. The outcome that Richard envisioned was that both of the struggling salesmen would benefit from either of these strategies, but Bob refused to collaborate.

Tim’s quitting was characteristic of an ongoing problem with employee retention that Richard had been experiencing as a manager in recent years. This problem caused Richard to think about how he recruited his real estate agents, how he developed them through coaching and how he motivated them so that they would stay happy in their job and not leave. He recognized the importance of thoroughly examining his retention strategy within the next 12 months so that he could better manage the problem and strengthen the productivity of his real estate agency.

The case is intended for an undergraduate course in human resources management, as it deals directly with recruiting, coaching and retaining employees.