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Environmental disasters are preventable, but this remains a complicated and elusive prospect. This article discusses factors that combine to limit and undermine environmental disaster prevention efforts and explores directions for improved theory and practice.

The challenge of integrating root cause analysis of environmental disasters with interventions and preventive measures at later stages of disaster incubation is outlined. The prospect of learning and transferring lessons from past environmental disasters is discussed. Eighteen environmental disaster cases are summarized and analyzed.

A range of factors, including complexity, lack of lesson transfer, perceived lack of incentives and inaction, limits advances in environmental disaster prevention. Theoretical challenges involve better bridging of root cause and incubation analyses, enhanced understanding of the nature and discipline of foresight and greater documentation of alternative approaches to prevention, including post–normal techniques. Although a transformative breakthrough in environmental disaster prevention is unlikely, substantial progress could be made through better lesson transfer and application of alternative approaches.

This article draws attention to problems and opportunities surrounding the challenge of environmental disaster prevention and proposes directions for improved theory and practice.

The study aims to understand digital transformation as a socially constructed process with multiple stakeholders, influenced by internal and external forces. This perspective stresses the importance of context, human interaction and narratives in the digital transformation within public sector.

The author uses a case study at a Swedish university undergoing digital transformation. Through first and secondary data, the author thematically analyzes the interaction between change agents, organizational realities and the digital transformation process.

The study finds that conflicts in pace and scope in the digital transformation drive self-defense mechanisms and the formation of a feedback loop of pending action. Contrary to previous studies, technological and external forces do not make digital transformation inevitable.

Limitations stem from the empirical selection of a Swedish university, affecting the international and intersectoral transferability of the study. The impact of digital transformation differs from previous IT changes, which has implications for the design of the digital transformation process.

Stakeholders should, instead of considering structural and cultural barriers as facts, pay attention to the narratives within the organization as potential excuses to avoid action.

This research contributes to original insights into digital transformation. It uncovers how change agents, despite longing for change, can inadvertently foster inaction in digital transformation. This finding enriches the literature by highlighting the complex dynamics between the desire for change and the social constructs that contribute to stagnation, offering an understanding of barriers to digital transformation.

This paper aims to explore the influence of social frame (worker vs animal rights), product category (hedonic vs utilitarian) and social presence (similar age, younger and older) on expected shame and purchase intentions for sustainable products.

This study used an online experiment with a 3 × 2 between-subjects design to manipulate social frame (workers vs animal rights and a control group) and product category (hedonic vs utilitarian) with 252 young German consumers (under 30 years old).

This study finds that social frame and social presence influence expected shame, which in turn positively affects purchase intentions for sustainable products, in the presence of people with similar age, but with no difference between hedonic and utilitarian product types.

This study tested the influence of social frame, product type and social presence on German young consumers using specific purchase scenarios. Future research may test the generalizability of the model in diverse cultural settings.

This study would help marketers and public policymakers identify factors that may motivate young consumers to act in a sustainable manner and to develop suitable strategies and messages to improve their pro-environmental attitudes and behaviors.

This study uses Schwartz’s norm activation theory to investigate the link between consumer emotions and sustainable consumption and shows that social sustainability can trigger expected shame through message framing especially in the presence of others, which in turn could increase the probability of environment-friendly product choice.

The purpose of this study is to test whether presenting organizational change in a way that promotes the status quo will result in increased employee support for the change.

Using quantitative methodology, categorical data were collected through an online cross-sectional survey in which 222 adult respondents participated. The items used vignette-based question blocks with fixed response options. Item responses were analyzed using an exact binomial test – focusing on the relationship between status quo bias and other responses to change communications.

The findings demonstrated that status quo bias has an association with employee sensemaking. These results suggest that status quo bias can be utilized by organizational leaders and change practitioners to endorse change efforts. Furthermore, it not only appears that promoting what is staying the same but also including a small reason to justify the change can bring additional advantage. Advertising a vision of radical transformation is problematic as it may actually heighten employee resistance.

This research explores and presents a convergence between organizational change management and behavioral economics – specifically, status quo bias. No other comparable study collecting data across a number of organizational change themes and critiquing existing change management models could be found during the preparation of this research effort.

Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.

This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.

There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.

The literature from which this paper is drawn is limited to studies published in English.

The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.

Workplace bullying is problematic for organisations at several levels, and therefore for society.

That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.

Actions of incumbent politicians and firms’ managers during election years have been cited as sources of many problems that afflict economies and business entities. Given the controversies surrounding the impact of elections on firms’ soundness, this paper poses a question of whether banks should be averse to elections. Specifically, this study aims to investigate the impact of elections on the profitability and efficiency of banks.

Based on the authors’ knowledge, this is maiden analysis in this context for Ghana where relatively advanced appropriate GMM technique has been used on annual data from 2012 to 2016.

This study reveals that banks make higher returns in election years. Additionally, the authors report that government’s economic policies in election years are detrimental to management efficiency, though insignificant.

From an emerging economy perspective, this study would guide policymakers in designing policies that respond to, or minimize, the impact of elections on bank performance. The result of this analysis would also substantiate the market reaction to the changes in the economic, political and financial conditions.

This analysis suggests that firms’ performances in an election year depend on policies and political institutions in place. The authors argue that Ghana, with its exemplary democratic credentials and strong institutions, living alongside a high perception of corruption, is different. The contribution to literature is, first, by limiting this work to the banking sector of Ghana and, second, by incorporating the behaviors of incumbent governments and individuals in the regression specification model.