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This study explored the relationship between perceived peer support, mental health and the well-being of students enrolled in work-integrated learning (WIL) at a Canadian institute of higher education, who were completing remote work experiences.

An online survey and virtual semi-structured interviews were used to collect data. The online survey captured demographic information as well as measures of perceived peer support, loneliness, positive mental health (PMH) and stressors associated with the on-going pandemic. The interviews captured narratives regarding peer support, attitudes surrounding remote work, mental health and well-being.

WIL students completing remote work terms experienced only moderate levels of peer support, moderate loneliness, below-average PMH and all the stressors associated with the on-going pandemic. Data also revealed that completing a remote work term negatively impacted work communications, opportunities to build connections with colleagues and overall motivation. On the other hand, WIL students appreciated the flexibility and comfort of working from home, as well as reduced work-related expenses.

With remote work experiences increasing globally and now a reality for many WIL students, the potential negative effects emphasize the importance of providing social and mental health support and resources, especially during stressful times.

The role of public health organizations during the COVID-19 pandemic was crucial. These groups acted to slow the spread of infection through the implementation of initiatives, policies, research and more. However, the rapidly changing and uncertain climate of the pandemic resulted in suboptimal processes and decision-making within these organizations. These already complex organizations and networks of people became even more nuanced. Thus, organizational decision-making processes must be improved upon based on previous experiences and lessons learnt. With minimal peer-reviewed literature available, resources for effective organizational decision-making in these organizations are scarce. This served as the impetus for this review.

To conduct this literature review, both peer-reviewed and grey literature were incorporated to better understand effective organizational decision-making practices for public health organizations. Recommendations found in the literature review were identified, coded and themed to provide a novel decision-making framework to be used by public health executives.

Nine key themes of effective organizational decision-making were identified, including utilize decision-making tools, define the problem and acknowledge an imminent decision, establish decision rights, outline a clear escalation path, create a supportive organizational culture, set decision objectives and goals, and evaluate decision alternatives. These findings in conjunction with existing decision-making models were used to create a seven-step effective decision-making framework for public health organizations.

The review and analysis of effective organizational decision-making practices is instructive. Public health executives and decision-makers should incorporate the themes identified and employ the proposed decision-making framework to encourage improved decision-making practices.

Despite the ongoing scholarly interest in greenwashing, it is not well known the impact of multiple institutional pressures on greenwashing in corporate social responsibility (CSR). Following the institutional logics perspective, this study investigates how three distinct logics – commercial, public, and social welfare – drive greenwashing and whether organizational capability for blending diverse CSR expectations reverses this link.

The current study conceptualized and tested an original model on how three institutional logics influence greenwashing in CSR, with the mediation effect of hybridization capability as a response to logic plurality. Partial least squares structural equation modeling was performed on a survey data, which was collected from 150 middle managers in Turkey.

The results show that while commercial logic has no direct or indirect impact on greenwashing, public and social welfare logics drive greenwashing in CSR. However, these effects are reversed when the CSR hybridization capability increases.

This study contributes to the understanding of what predicts CSR greenwashing by integrating a comprehensive theoretical framework involving multiple institutional logics, conflicting stakeholder demands, and organizational hybridity.

To the best of our knowledge, this is the first study that theoretically and empirically analyzed how the exposure of multiple external pressures affects the CSR greenwashing and how it can be reversed by CSR hybridization capability. This capability mitigates the threats and challenges of multiple logics and turns them into an opportunity to gain legitimacy in the eyes of stakeholders by preventing greenwashing.

The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.

Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19.

Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience.

The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.

Changes in regulation systems make professional organizations more likely to undergo rapid, profound and radical change. The issue of how micro-institutional change in professional organizations can be carried out is somewhat ignored.

We conducted a process study of a primary hospital in China to trace a pathway through which low-status professionals successfully proceed with radical change at the micro-level.

We present a model involving three strategies that, reconfiguring jurisdictional boundaries in combination, activate low-status professionals' long-standing implicit jurisdictions: expertise redefinition, value reorientation and promotion.

Our study contributes to understanding how low-status professionals reconcile needs for change with contradictions from the core attributes and ambiguities of professional work. Rather than mixed practices enhancing the role of dominant professions, a desire to separate jurisdiction space opens up the access of newly dominant experts.

Changes in the regulation system make professional organizations more likely to undergo rapid, profound and radical change. The issue of how micro-institutional change in professional organizations can be carried out is somewhat ignored.

The primary purpose of the study was to explore the impact of health workers’ awareness of artificial intelligence (AI) on their workplace well-being, addressing a critical gap in the literature. By examining this relationship through the lens of the Job demands-resources (JD–R) model, the study aimed to provide insights into how health workers’ perceptions of AI integration in their jobs and careers could influence their informal learning behaviour and, consequently, their overall well-being in the workplace. The study’s findings could inform strategies for supporting healthcare workers during technological transformations.

The study employed a quantitative research design using a survey methodology to collect data from 420 health workers across 10 hospitals in Ghana that have adopted AI technologies. The study was analysed using OLS and structural equation modelling.

The study findings revealed that health workers’ AI awareness positively impacts their informal learning behaviour at the workplace. Again, informal learning behaviour positively impacts health workers’ workplace well-being. Moreover, informal learning behaviour mediates the relationship between health workers’ AI awareness and workplace wellbeing. Furthermore, employee learning orientation was found to strengthen the effect of AI awareness on informal learning behaviour.

While the study provides valuable insights, it is important to acknowledge its limitations. The study was conducted in a specific context (Ghanaian hospitals adopting AI), which may limit the generalizability of the findings to other healthcare settings or industries. Self-reported data from the questionnaires may be subject to response biases, and the study did not account for potential confounding factors that could influence the relationships between the variables.

The study offers practical implications for healthcare organizations navigating the digital transformation era. By understanding the positive impact of health workers’ AI awareness on their informal learning behaviour and well-being, organizations can prioritize initiatives that foster a learning-oriented culture and provide opportunities for informal learning. This could include implementing mentorship programs, encouraging knowledge-sharing among employees and offering training and development resources to help workers adapt to AI-driven changes. Additionally, the findings highlight the importance of promoting employee learning orientation, which can enhance the effectiveness of such initiatives.

The study contributes to the existing literature by addressing a relatively unexplored area – the impact of AI awareness on healthcare workers’ well-being. While previous research has focused on the potential job displacement effects of AI, this study takes a unique perspective by examining how health workers’ perceptions of AI integration can shape their informal learning behaviour and, subsequently, their workplace well-being. By drawing on the JD–R model and incorporating employee learning orientation as a moderator, the study offers a novel theoretical framework for understanding the implications of AI adoption in healthcare organizations.

Drawing on job demands-resources theory, this paper aims to investigate the impact of workplace spirituality on mindfulness and the subsequent effects of mindfulness on open innovation mindset and job embeddedness. Additionally, it examines the mediating role of mindfulness between workplace spirituality and key outcomes, including open innovation mindset and job embeddedness. Lastly, the study investigates the moderating role of self-efficacy in the relationship between workplace spirituality and mindfulness.

The research utilized multiple sampling techniques to collect data from employees across numerous sectors. A total of 197 viable responses were collected. Partial least squares structural equation modeling (PLS-SEM) was used to test the proposed hypotheses.

The results indicate that workplace spirituality has a positive impact on mindfulness, which in turn increases employees’ job embeddedness and an open innovation mindset. Additionally, it was found that mindfulness mediates the relationship between workplace spirituality and both job embeddedness and open innovation mindset. Surprisingly and unexpectedly, the results indicate a negative moderating impact of self-efficacy between workplace spirituality and mindfulness.

Cultivating a sense of purpose and meaningful work, alongside mindfulness programs and recruitment practices focused on cultural fit, can enhance both employee retention and innovation.

Little to no research exists that clarifies how workplace spirituality impacts employees’ job embeddedness and an open innovation mindset. Notably, the mediating role of mindfulness remains unexplored. This study is among the first to explore the mediating role of mindfulness between workplace spirituality and outcomes such as job embeddedness and an open innovation mindset. Additionally, the moderating role of self-efficacy between workplace spirituality and mindfulness is almost absent in the existing literature. Lastly, the unexpected findings on the role of self-efficacy in this study open fresh avenues for future research.

Data assets and digital resources (DADRs) are among the world’s most valuable resources, yet their economic value is often underrepresented in GDP statistics and corporate financial statements. This underrepresentation stems from several factors, such as the complexities of valuing data assets, the absence of standardized accounting principles for data and other intangible assets and conflicting views on the need for such accounting. In this study, we strive to reconcile conflicting views by empirically investigating whether such accounting is necessary from the perspective of investors, namely, do investors care about the accounting treatment of DADR?

We leverage a unique event and adopt a well-established event-study approach to examine investors’ responses to a recent regulatory announcement regarding the accounting treatment of data assets. In August 2023, China’s Ministry of Finance introduced the Interim Provisions on the Accounting Treatment of Enterprise Data Resources (hereafter referred to as the Interim Provisions), marking the world’s first formalized framework for data asset accounting. This event provides an ideal context for this inquiry.

Our findings indicate that markets respond positively to the announcement, particularly for firms with more DADR proxied in different ways. However, the positive market reaction is significantly smaller for companies with higher levels of intangible asset intensity. This result aligns with the emerging literature, suggesting that firms with high intangible intensity experience greater information asymmetry and reduced value relevance of financial statements due to inadequate accounting treatment of intangibles. Moreover, the economic implications are notable. A long–short portfolio strategy, which involves buying stocks of firms in the top quartile of DADR proxies and selling those in the bottom quartile, yields an annualized cumulative abnormal return (CAR) of over 3.00%.

The novel insights from this study help reconcile conflicting views on the need for accounting treatment of data and other intangible assets because investors care about the accounting of data assets. Moreover, our research indicates an urgent need for the development of clear accounting guidelines for data and other intangibles, which would improve the consistency and reliability of financial reporting, benefiting all stakeholders. Finally, our findings hold important implications for regulators and accounting standard setters, especially given the ongoing debates regarding accounting for intangible assets.

This study aims to contribute with knowledge on the characteristics of the process of co-existence of value conflicts between managers, markets/businesses, patients, professionals and digital technology in primary care practices, to be able to nuance the array of descriptions of the consequences of introducing a digitalised care practice, such as telemedicine, into an already existing primary care organisation. Due to its organisational structure and dynamic environment with a multitude of professions and patients as well as influenced by managerial and market drivers, the primary care setting provides fertile ground for studying value conflicts from an institutional logic perspective.

This multi-source study utilises qualitative thematic content analysis on empirical data collected through interviews, a survey and documents, followed by an iterative analysis in regard to institutional logics based on the themes developed from empirical data.

Coexistence and Adaptation: Different logics coexist and transform through adjustmentalisation rather than competing or dominating each other. Digital Technology's Influence: Digital technology influences and interacts with all established logics, potentially acting as a separate, evolving logic. Changing Healthcare Conditions: New conditions and digital solutions in healthcare may shift the balance of logics, potentially normalising managerial and market logics. Patient Empowerment and Data Ownership: Increasing emphasis on patient empowerment and transparent data processing under regulations like General Data Protection Regulation (GDPR) and Medical Devices Regulation (MDR).

With its qualitative design there is not an emphasis on generalisability. The study is performed in a Swedish primary care setting.

Regarding its practical implications, this study examines digitalisation and the introduction of eHealth solutions in primary care in Sweden. The adjustmentalisation of diverse institutional logics described in this study was used to try to facilitate the implementation of eHealth and telemedicine in primary care. This practical contribution could be used in other primary care organisation that plans to introduce eHealth solutions as part of their practices. This study may also have practical implications for other healthcare organisations since the presence of diverse institutional logics is not unique to primary care.

Firstly, this study confirms earlier studies that argue that co-existence of diverse logics is possible in everyday practice. However, we show that adjustmentalisation of the diverse logics rather than the balance of strengths between them, facilitates the transformation, regulation and coordination of the new eHealth practice in relation to established practices. Secondly, this study shows that the adjustmentalisation derives from societal challenges such as an ageing population, accessibility problems and the COVID pandemic that are used to legitimise the adjustmentalisation of diverse logics. Digital technology influences and interacts with all established logics, potentially acting as a separate, evolving logic.

1. Coexistence and adaptation: Different logics coexist and transform through adjustmentalisation rather than competing or dominating each other.

2. Digital technology's influence: Digital technology influences and interacts with all established logics, potentially acting as a separate, evolving logic.

3. Changing healthcare conditions: New conditions and digital solutions in healthcare may shift the balance of logics, potentially normalising managerial and market logics.

4. Patient empowerment and data ownership: Increasing emphasis on patient empowerment and transparent data processing under regulations like GDPR and MDR.

5. Future research directions: Need for further research on digital technology's impact on shift and balance between logics, business development, patient participation and its potential to become a dominant logic.

Coexistence and adaptation: Different logics coexist and transform through adjustmentalisation rather than competing or dominating each other.

Digital technology's influence: Digital technology influences and interacts with all established logics, potentially acting as a separate, evolving logic.

Changing healthcare conditions: New conditions and digital solutions in healthcare may shift the balance of logics, potentially normalising managerial and market logics.

Patient empowerment and data ownership: Increasing emphasis on patient empowerment and transparent data processing under regulations like GDPR and MDR.

Future research directions: Need for further research on digital technology's impact on shift and balance between logics, business development, patient participation and its potential to become a dominant logic.

We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture.

To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager.

We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model.

We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent.

The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager.