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Considers the recent increase of violence in the workplace, citing specific situations. Outlines the impact on the workplace in relation to areas such as morale, productivity, communication and responsibility. Covers the legal obligations and responsibilities of employers before profiling a case study of a government department. Provides details of the assessment and the findings together with recommendations for future improvement.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The 2005 APSR article by John Alford, Carolyn Funk, and John Hibbing presented data from the Virginia 30,000 Health & Lifestyle Questionnaire (VA30K), AARP twin studies, and an Australian twin study (ATR) to test their hypothesis that political attitudes are influenced by genetic as well as environmental factors. Political attitudes, they suggested, were expected to be highly heritable and particularly so on issues most correlated with personality. They employed survey responses from the Wilson–Patterson Attitude Inventory to measure political attitudes. To gauge heritability, they utilize the 2:1 genetic ratio between monozygotic (MZ) and dizygotic (DZ) twins. The authors argued that while previous studies in political attitudes had concentrated on measuring the influence of environmental variables, their test added explanatory power by considering heritability (Alford, Funk, & Hibbing, 2005).

Biology and Politics (or Biopolitics) has been a part of the political science firmament since the 1960s. Over time, it has become less an odd outlier in the discipline and more a tolerated (and sometimes respected) part of the enterprise. After about 50 years of existence, this is a proper time to reflect on where biopolitics has been, where it is now, and where it might go as an academic endeavor. Indeed, some have said that the best step would for biopolitics to no longer be seen as a special, narrow part of political science – but a part of every field in the discipline, integrated into the larger world of the study of politics.

Traditionally, the distribution activities of a firm have been regarded solely as a cost of doing business. Because of this orientation, the analytical techniques applied to the solutions of problems in this area have tended to be optimising models aimed at reducing total cost subject to various constraints. Typically, service levels were incorporated either as an absolute level requirement so that the specific demand restricted the optimising technique or as an opportunity cost of lost sales with this cost included as a part of the total objective function to be minimised.

The purpose of this paper is to consolidate the state of the empirical research to date on the relationship between leadership and corporate responsibility.

The authors conduct a comprehensive, systematic and narrative review of all published quantitative studies that have examined the link between leadership and corporate responsibility broadly defined, and the authors put forward an integrative model encapsulating current knowledge in this domain.

The authors not only identify validated direct, indirect and moderating effects of leadership on corporate responsibility but also point to gaps in the literature that imply important directions for further research.

The authors aim to make the following contributions to both the leadership and the corporate responsibility literatures. First, the systematic and narrative review in and of itself provides an important consolidation of existing knowledge in both domains. Second, the authors confirm that the preponderance of empirical evidence supports that leadership matters to corporate responsibility efforts in organizations. Lastly, the review provides a comprehensive model of the relationship between leadership and corporate responsibility that has important implications for future research and theory building in this field.

The environmental exposures to humankind have increased in number and intensity over past decades introducing the possibility of extreme incidents with irreversible impacts on business and society. The global integration of business and cross-border financial flows supported by digital technology increase the complexity and uncertainty of the business environment. In this context, the behaviors of individual players are interdependent with potentially nonlinear and unpredictable outcomes ascribed to complex wicked problems. As a consequence, organizational decision-makers may pursue false objectives from misinformed causation where stringent score-card controls will exacerbate the problems. The resolution to wicked problems requires cross-functional and collective interactions supported by a collaborative corporate mindset. The conventional control-based management practices fall short in dealing with disruptive developments where value-based stakeholder collaboration can provide resilient responses to unexpected abrupt events.