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Research has shown that negotiators are more cooperative when they code their prospective outcomes as gains (gain frame) instead of as losses (loss frame). Supplementing this prior research that focused exclusively on the effects of negotiator's own frame on his or her own behavior, we argue that frames are communicated and that negotiators are influenced not only by their own frames, but by other's communicated frame as well. This proposition was tested using a 2 X3 design, manipulating the negotiator's own frame (gains/losses) and other's communicated frame (gains/losses/not given). As predicted, other's communicated gain frame reinforced the negotiator's gain frame but did not alter the negotiator's loss frame into a gain frame. Other's communicated loss frame, however, both reinforced the negotiator's own loss frame and altered the negotiator's gain into a loss frame. As a result, other's communicated gain frame, compared to other's communicated loss frame, induced lower demands and higher concessions when negotiators had a gain frame themselves. Loss framed negotiators, however, were not significantly influenced by other's communicated frame.

The definition of the term “family” around the Western world is more heterogeneous than ever before and so are its roles and the social expectations of it. However, prisoners’ families (specifically parents and siblings) are expected to support their incarcerated son/brother as they are perceived responsible for his choices and as having the closest relationship with him. Based on a study of parents and siblings of incarcerated men in Israel, this chapter’s goal is to shed light on families’ choice to support their incarcerated son or brother and the struggles this choice entails. A thematic analysis of semi-structured interviews with 17 parents and 10 siblings of incarcerated men in Israel showed that nuclear family members may experience various struggles throughout the legal proceedings, including family hardships, negative social experiences, and negative experiences with formal institutions – all leading to social self-exclusion. Looking through the intersectionality lens, the findings show that when accumulating hardships that prisoners’ families experience encounter perceived harsh institutional systems of oppression, preordained marginalization can be deepened as families operate in opposition.

The success rate of Lean Six Sigma (LSS) in the service industries is dismally poor, and most organisations discontinue LSS initiatives prematurely. This paper aims to identify the LSS barriers (LSSBs) and analyse their interaction via a hierarchical model developed by using interpretive structural modelling (ISM) and Fuzzy Matriced Impacts Croise’s Multiplication Appliqué à un Classement (MICMAC). These allow the LSS execution and implementation to be much more effective and avoid the high cost of implementation.

A structural review of the literature and interviews with experts and professionals from the service industries in the UAE supplied data wherewith to identify LSSBs. Sixteen LSSBs were determined and analysed using ISM and the MICMAC approach to discover the strong drivers and highly dependent barriers. The Fuzzy set was included in the MICMAC analysis to obtain a more precise output and create an effective hierarchical model of the barriers.

The research findings suggest that the top barriers to LSS implementation in service industries are lack of top management commitment, lack of customer focus, resistance to change management and lack of alignment between the LSS and organisational strategy. A deeper analysis using the Fuzzy-MICMAC approach categorises these barriers on the basis of their driving power and dependency.

The relationships between paired LSSBs were obtained through an experts’ interpretations of limited numbers in one country. Conducting a large-scale survey with a more comprehensive demographic or deep focus in one service industry might deepen our understanding of the interactions of LSSBs and models.

The developed ISM that model suggests that the dependencies and relationships among the barriers must be accurately determined so as to remove the collaborative effect of barriers on the implementation process is at the earliest opportunity. This would improve service companies’ competitive advantage and profitability, drive out waste and reduce the cost associated with poor quality. Similarly, academicians may advocate ways in various issues can contribute to improve LSSBs for amended LSS implementation now that business services are booming in the fourth industrial revolution.

The structural model was developed holistically on the basis of the inputs from practitioners and academicians to ensure its practical validity. Though the model has theoretical foundations, its practical applicability is a key factor in its development, so this approach was helpful for practitioner wanted to focus on removing the key dominant barriers and be able to deploy LSS concepts smoothly in service industries. The results support the proposition that top management is a crucial factor for LSS project implementation, whatever the complexity of the research methodology and the nature of the service industries.

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's own goals, more concern for the other's goals, or both. A scenario study and a simulation experiment among undergraduate students confirmed the hypothesis that the difference in other‐concern is the critical explanator. The stronger other‐concern of cooperatively‐motivated compared to competitively motivated parties fostered more accommodating, more problem solving, more compromising, and less forcing, resulting in more de‐escalation or less escalation.

Professional school counselors have been in the public schools since the early 1900s. Fueled by the industrial revolution, the vocational guidance movement spawned the creation of high school guidance counseling programs. In 1907, Jesse B. Davis created one of the first vocational guidance programs at Central High School in Detroit, Michigan (Schmidt, 2014). In 1908, Frank Parsons, the father of vocational guidance, founded the Vocations Bureau that eventually became part of the Division of Education at Harvard University. These early efforts helped students develop vocationally, morally, and intellectually, and it would take nearly 70 years for children with exceptionalities to be similarly served in the public schools.

The purpose of this chapter is to explain the role of counselors in assisting students with exceptionalities. This will be examined by better understanding the counseling history, defining the terms of exceptionalities and transdisciplinary collaboration, and showcasing the many benefits of individual, group, and brain-based interventions.

This chapter investigates the effect of customer orientation and CRM organization on hotel financial performance. A model of enhancing hotel financial performance through customer satisfaction practices was tested. Customer satisfaction was hypothesized to be a mediator in the relationships between customer orientation and CRM organization and the result being financial performance. The sample consisted of 54 hotels that was made up of three 5-star, fifteen 4-star, and thirty-six 3-star hotels in Ghana. A quantitative deductive approach was employed to gather data using cross-sectional survey, which was analyzed using PLS-SEM to check the validity, reliability and factor loading of the data. The findings revealed that, CRM organization enhances customer satisfaction and financial performance of hotels. Also, customer orientation showed significant positively related to customer satisfaction in the hotels. Surprisingly, the effects of CRM organization and customer orientation on financial performance through customer satisfaction were insignificant. Thus, customer satisfaction failed to mediate the effect of CRM organization and customer orientation on the financial performance of hotels. This suggests that though an effective CRM organization enhances customer satisfaction, it directly affects the financial performance of hotels. The outcomes have useful implications for CRM implementation on hotel financial performance in Ghana.

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.

A laboratory experiment examined the effects of time pressure (high versus low) and accountability to constituents (not‐accountable‐to‐constituents versus accountable‐to‐constituents) on the competitiveness of negotiators' interaction and on the outcome (i.e., agreement or impasse) of the negotiation. Using a newly developed negotiation game with the payoff structure of a game of chicken, we predicted and found an interaction effect. Based on the pattern of results we conclude that the effect of time pressure is contingent on the accountability to constituents of the negotiator. When negotiators are negotiating only for themselves, time pressure makes the negotiators act less competitive, and a higher proportion of the negotiations will result in an agreement. In contrast, when negotiators are negotiating on behalf of their con‐stituents, time pressure will result in more competitive interaction and in a higher proportion of impasses.

Poses the question: what are the consequences of employing a household help on the domestic division of labour? Researches this question by talking to ten couples who employ cleaners. Reports that employing some sort of domestic help has enabled middle‐class women to enter employment in greater numbers than ever before and that it is simply too costly to a family’s economy to have an educated female potential wage‐earner concentrating on unpaid domestic tasks. Refers to a “stalled revolution“, whereby men (theoretically) are carrying out a greater share of domestic tasks but (in actuality) women do not report any great difference. Notes also, that it is increasingly difficult to rely on assistance from relatives. Puts forward reasons for and against the employment of domestic help, as well as four perspectives – the individual perspective, the gender perspective, the general structure of society, and the labour market, and social policy – relating to the consequences of employing a cleaner. Explores “partner‐typology”, determined on a continuum stretching from traditional role‐held beliefs to symmetrical roles for men and women. Concludes that employing domestic help leads to a more equal relationship between the employing couple, that housework is perceived as an increasingly unattractive option, and that new inequalities creep into the gender relationship as it is usually women who perform low‐paid domestic work.