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This study examines the importance of fun in the workplace within the context of hospitality internships. It aims to determine the impact of three dimensions of fun – fun activities, coworker socializing and manager support for fun – on the perceived value of internships and students' commitment to pursuing a career in the hospitality industry.

The study involved a sample of 253 hospitality management students in The Netherlands. Data were collected through an online survey and analyzed using multiple regression to assess the relationships between fun in the workplace, internship value and industry commitment. The study also considered the influence of job characteristics, social support and work-life conflict.

The results indicated that coworker socializing had a positive relationship with both internship value and industry commitment. Manager support for fun positively influenced internship value but had a negative relationship with industry commitment. Fun activities did not significantly impact either outcome. Additionally, skill variety was found to be crucial for internship value, particularly for operational interns.

The findings suggest that while fun in the workplace can enhance the internship experience, it should not overshadow other critical factors such as skill variety, supervisor support and the presence of role models. Internship programs should focus on providing diverse and challenging tasks to maximize perceived value and industry commitment among students.

This study extends the research on workplace fun by focusing on its role in the internship experience within the hospitality industry. It provides insights into how different dimensions of fun affect internship outcomes and highlights the importance of balancing fun with other essential aspects of the work environment to foster positive student experiences and career aspirations.

The unfolding story of Boeing enables increased understanding of what transpired, of how what happened. That understanding enables fuller, more nuanced, specific, and useful recommendations for organizational leaders everywhere.

Compiling key events in Boeing’s migration from symbol of acclaimed quality products to a troubled maker of a repeatedly (and fatally so) flawed product ground interpretation and extraction of lessons for organizational leaders.

Restoring Boeing’s legacy of trust and industry leadership would demand more than words. It will demand rethinking strategic direction and implementation, such as restructuring its work systems, particularly the decision-making processes, and aligning them with long-term goals of quality, safety, and innovation. Boeing needs a coordinated effort to rebuild its culture, an effort necessarily comparable to the effort it employed to disassemble it.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not adequately explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

Boeing offers a cautionary tale-fatality, destruction of value, and erosion of employee well-being. Organizing this tale, as the article does, through both application of theory and extraction of lessons, moves the tale beyond frightening to understanding of underlying leadership and of how to avoid replicating Boeing's tragedy.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not sufficiently explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

The purpose of this article is to introduce qualitative research in literacy that has been significant in educators understanding difference in young people’s literacy learning.

The approach has been to select influential investigations that have impacted over time and to summarise the insights provided.

This article foregrounds research that helps educators understand learner difference as positive resources and that contests approaches which perpetuate deficit discourses.

The article offers a distinctive and selective reading of literacy studies to highlight and remind readers of what is known about language and literacy learning that should not be ignored in designing further research nor in interpreting existing studies.

The paper studies the relationship between central features of the capital structure and terminations of ESOP plans in the US.

The research methodology is primarily based on reviewing the existing literature and includes elements of original comparative analysis.

We find that externally imposed repurchase obligation, the stochastic element to repurchase obligation and the discontinuous vesting of ICA shares undermines the sustainability of employee ownership in the Employee Stock Ownership Plan model.

Strengthening employee-owned firm the structural architecture of employee-owned firms (EOF) can help to improve sustainability of the socially preferable alternative in the market economy.

In light of the increasing global interest in employee ownership, our research underscores the need for institutional learning to adapt EOFs to contemporary economic environments.

Strengthening employee-owned firm the structural architecture of employee-owned firms (EOF) can help to build the case for the socially preferrable business ownership model for the market economy.

This paper contributes to the employee ownership literature by providing understanding of the role of capital structure in the US ESOP model and terminations of ESOP plans and suggesting some novel ideas in addressing the challenges.

The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.

Items were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.

Within the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.

This study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.

This article employs interpretive conceptual analysis to provide a coherent research philosophy and practical insights for conjunctural analysis as a Marxist alternative to traditional case study methods. How can Gramsci’s writings inform our understanding of research philosophy? How does this philosophy shape his own method as applied to the case of the French Revolution?

Gramsci’s methodology is based on a dynamic and agentive understanding of what he calls “organized matter,” which is supplemented with a historicist epistemology. His philosophy brings to the fore the notion of “reciprocity” rather than mere causation and prioritizes the study of “regularities,” as opposed to fixed and universal laws. It incorporates both structural forces and human agency as valid sources of knowledge.

Using the French Revolution as a case study, Gramsci applies these principles to conjunctural analysis by examining socioeconomic convulsions as pivotal moments that elucidate the interaction between organic movements – indicative of profound, long-term structural changes such as the ascent of the bourgeoisie, the consolidation of their political power, industrialization, capitalist development and the emergence of the modern nation-state – and conjunctural periods, which are triggered by immediate, specific events precipitating these extensive structural transformations.

This article fills an important gap in the literature, considering that previous research has not systematically addressed Gramsci’s contributions to research philosophy and his study of the French Revolution using conjunctural analysis.

Entrepreneurial action under uncertainty has captured the interest of scholars and practitioners alike. However, this growing body of research has yet to connect entrepreneurial action with actual actions of entrepreneurs. We combine insights from effectuation theory and the psychology of entrepreneurship to investigate drivers of entrepreneurial actions involved in starting and running ventures, particularly optimism, self-efficacy and the use of causal and effectual logics.

The study employs a unique mixed-method approach combining a survey with experience sampling data. After measuring demographics, preference for effectual or causal logics and psychological variables, the 197 US entrepreneurs sampled entrepreneurs logged their daily actions in the form of asks during 60 consecutive days.

Results suggest that self-efficacy and causal logics are key drivers of entrepreneurial actions, while optimism serves as a deterrent. Interestingly, the impact of self-efficacy on actions is moderated by the entrepreneur’s experience level, measured both in years and past asking experience.

The potential of the ask as the basic mechanism for entrepreneurial actions is explored. Based on the findings, the authors offer new and fertile insights by linking psychological traits to entrepreneurial actions, causal and effectual logics and entrepreneurial expertise development.