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Organizational development has begun to incorporate research findings from organizational justice into its own intervention technology. Because perceptions of fairness can facilitate change success, it is quite natural to do so. Business ethicists are concerned, however, that such technology is aimed more at making change “look fair” than being fair. We label these two perspectives the “technical” and “philosophical” perspectives respectively. Proponents of the technical perspective argue that achieving justice will always be a struggle in the concrete world of organizational change. Critical ethicists question whether a technical approach to justice in change can ever really achieve it. The article presents these two positions more fully and goes on to develop a synthesis of them. Relying on Habermas and others, it presents how technical and philosophical perspectives can complement one another to achieve justice in organizational change.

A growing number of individuals with autism are graduating from high school and university to find a lack of reliable resources dedicated to assisting the transition from education to the world of work. This Generation A, with a population of 1.5 million people, will age into the workforce over the next decade. Despite federal-state programs, dedicated nonprofits, and highly publicized corporate hiring initiatives, the unemployment rate for individuals with autism remains above the national average. Corporations have started to recognize the untapped potential of the neurodivergent worker but struggled with sourcing talent and failed to develop practicable pipeline models across various industries that are open-sourced, easily replicated, scalable, and financially sustainable. A review of methods, programs, and paradigms that exist amid current statistics reveals the imperative for innovative ideas that can be executed by multiple stakeholders to affect both the work seekers and the job creators. A systems approach to developing talent pipelines is investigated as one possible solution as well as other new expeditions and collaborative, open-sourced concepts that hold promising statistics and anecdotal data about what could be the next iteration of workforce development in an increasingly neurodivergent world.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

The purpose of this paper is to check for the effects of brand familiarity, customer brand engagement and self-identification on word-of-mouth (WOM) communication.

A systematic review of the literature regarding brand familiarity and customer brand engagement CBE) was conducted and data were analyzed using structural equation modeling.

The results revealed that brand familiarity had a positive impact on CBE; self-identification also had a positive impact on WOM communication.

The model was tested in the context of service sector; future research may investigate in different context.

The framework advances insight into customer engagement and service dominant logic, which, despite having been recognized for their significant theoretical fit, have remained largely disparate in the literature.

This study is among the first few attempts to examine the impact of brand familiarity on different dimensions, namely, cognitive, affective and activation dimensions of CBE. This study contributes to a more detailed description of the brand familiarity construct and improves understanding of WOM communication. The study provides implications for practitioners and marketers.