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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 opening chapter introduces key debates in relation to informality in policymaking, laying the theoretical and conceptual groundwork for the individual empirical chapters, beginning with a provocation for how informality can alternatively be understood. Through illustrating where gaps in understanding within current literature exist for how informality acquires meaning, and the physical and material relevance for how it manifests across contexts, this chapter introduces the three thematic clusters that thread through the book’s chapters: boundaries, knowledge mastery and networks. In doing so, it briefly positions each chapter in relation to these flexible and overlapping categories, drawing attention to how each chapter presents a different understanding of informality. Key to this chapter is our contention that while informality escapes definition, without binary or fixed conceptualisations of this concept we are better able to take in its fluidity and envisage how it is interwoven in everyday policy work and its human and non-human enactment. Underpinning this contention is a key contribution of this work, a proposition for a re-conceptualising of informality and formality as in|formality. Methodologically, this chapter argues that informality is better ‘shown’ than ‘told’ – and that this can be achieved through interpretive and socio-material approaches woven through disciplines that foreground narrative, ethnographic and creative approaches to research.

The main purpose of this chapter is to study and analyze the impact of metaverse (mixed reality) on health tourism in the major tourist destinations in India and the global market. This chapter is made as a case study with detailed mentions of factors for tourism promotion for metaverse, sustainability, and crisis management. This chapter has tried to explain the role of the metaverse in tourism marketing and the cognitive level of influence the metaverse possesses among tourists which makes them prefer repeated visits. Also, the chapter tried to assess the existing conditions in the tourism industry which positively or negatively impact the health sector due to the role of metaverse. This chapter ends with giving inspirational notes to future researchers to examine the conceptual understanding of metaverse as a major tool for destination tourism emphasizing health, wellness, and happiness.

Shared leadership has received significant empirical and theoretical attention in the project management literature. However, a dearth of studies reveals how shared leadership promotes project performance. Drawing on the theory of conservation of resources, this research proposes a serial mediation model that investigates the relationship between shared leadership and project performance through team failure learning and team resilience.

A field study was conducted that surveyed 79 project teams in various industries (comprising 380 project team members and 79 project managers) using a multisource, time-lagged survey design.

Our findings show that shared leadership has a positive impact on project performance. More importantly, team failure learning and team resilience play sequential mediating roles in the relationship between shared leadership and project performance.

This research offers new ways for project managers to manage project performance effectively. Project managers are encouraged to recognize the benefits of shared leadership. To do this, they should facilitate team failure learning and improve team resilience, which serves to boost project performance.

This research provides a novel perspective on how shared leadership influences project performance. To the best of our knowledge, we are among the first to explore the serial mediating effects of team failure learning and team resilience on the relationship between shared leadership and project performance.