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Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

In the evolving digital work landscape, where cyberloafing has become a notable challenge, this study aims to investigate the mechanisms through which organizations can effectively reduce such behaviors. Specifically, the research explores the role of employee adaptability in mitigating cyberloafing, taking into account the influences of temporal leadership, teamwork attitudes, and competitive work environments.

Utilizing the broaden-and-build theory and the job demands-resources (JD-R) model, we analyzed data from 245 employees through structural equation modeling (SEM) to investigate how various factors influence cyberloafing.

The results indicate that employee adaptability significantly mitigates cyberloafing and serves as a mediating factor between temporal leadership, teamwork attitudes, and the impact of competitive work environments on cyberloafing. Temporal leadership and teamwork attitudes positively correlate with increased adaptability, thereby reducing cyberloafing. Conversely, competitive work environments, while slightly enhancing adaptability, substantially increase cyberloafing.

The study contributes new insights into the dynamics of cyberloafing, emphasizing the critical roles of adaptability, teamwork attitudes, and temporal leadership in reducing such behaviors. It underscores the need for organizations to foster a supportive culture that minimizes competitive pressures and promotes teamwork and leadership strategies conducive to high productivity and minimal cyberloafing. This research offers practical implications for designing workplace strategies aimed at boosting productivity and curbing undesirable online behaviors during work hours.

The deep integration of emerging technologies such as artificial intelligence (AI) has triggered a transformation in career patterns, requiring employees to promptly adapt to changes in the vocational environment through career crafting. While human resource (HR) practices play a role in guiding employees' career self-management, further exploration is needed to determine the specific HR practices that organizations should adopt to facilitate employees' career crafting. This research takes developmental HR practices as a new premise for career crafting and examines the underlying mechanisms influencing the relationship between the two.

Using a three-stage time lag method with a two-month lag in each stage, we collected sample data from 386 employees in the intelligent manufacturing industry and employed multiple regression analysis to test the research hypotheses.

The results of this paper show that developmental HR practices positively influence employees' career crafting behaviors through their future work self and that AI awareness moderates this relationship.

Drawing upon career construction theory, we propose that developmental HR practices cultivate employees' future work self, thereby eliciting career crafting behaviors. Moreover, the mediating role of future work self is more pronounced when employees have a high level of AI awareness, as this awareness stimulates self-cognition-driven behaviors. These findings enrich the understanding of career crafting by shedding light on the career construction process in the relationship between developmental HR practices and career crafting and by identifying the boundary conditions for the relationship.

As economies have reopened after the COVID-19 pandemic, resumption of pre-pandemic normalcy in work has not been uniform. For each worker and leader, an essential question is whether the world of work has changed irreversibly, or if prior careers and business models can be resumed. A philosophical inquiry into theories of the world of work provides a framing that separates everyday changes from systems changes.

A metatheoretical approach to world theories from 1942 is revisited. Attention is drawn to systems of knowledge along the dimensions of analytic-deductive treatments, and dispersive-integrative treatments. Socio-Technical Systems relate to Organicism, and Socio-Ecological Systems relate to Contextualism. Reworking a processual philosophy, an alternative World Hypothesis is proposed.

(Con)texturalism-dyadicism reframes causal texture theory as (1) rhythmic pacing; (2) dyadic diachrony; and (3) transformative reifying. New insights into the effects with the onset and passing of the pandemic disruption are gained.

Updating systems theories of socio-technical and socio-ecological perspectives invokes a post-colonial constructivist philosophy that appreciates roots in American pragmatism, ecological anthropology, and Chinese philosophy of science. The emphasis of systems rhythms prioritizes a processual orientation, compatible with a yinyang material-immaterial onto-epistemology.

As the world recovers from the disruptions of the COVID-19 pandemic, the changed nature of work is only one of many aspects that been altered. Systems perspectives both of parts inside an organization (i.e. socio-technical individuals in groups) and wholes alongside other wholes (i.e. socio-ecological groups co-responding with their (con)textures) are not independent, but interrelated. Disruption of work systems may result in only incremental adaptation for some, with transformative shifts in world theory for others. Recognizing that organizations change from within, persistent pathologies may be diagnosed.

Systems theories of work from the 1960s were based on pragmatism from the 1940s. The metatheoretical contextualism of Stephen C. Pepper is complemented by a 21st century constructivist philosophy that is post-colonial and non-anthropocentric. Reifying organizational systems theories for audiences founded on a Western philosophy of science requires extended explanations bridging over to a non-Western (i.e. Classical Chinese) lineage.