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Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team functioning, including psychological health, teamwork, and overall Well-Being. This evolution underscores the need for a broader, more inclusive understanding of team resilience, advocating for a shift from a narrow performance-centric view to a holistic perspective that encompasses the multifaceted impact of resilience on teams.

In advocating for this holistic perspective, this chapter reviews the extant literature, highlighting that resilience is not merely about sustaining performance but also about fostering a supportive, adaptive, and psychologically safe environment for team members. Significant areas for further exploration, including the nuanced nature of adversities teams face, the processes underpinning resilient behaviors, and the broad spectrum of outcomes resilience can influence beyond task performance are also discussed.

The chapter serves as a call to action for a more inclusive examination of how resilience manifests and benefits teams in organizational settings. The proposed shift in perspective aims to deepen understanding of team resilience, promoting strategies for building resilient teams that thrive not only in performance but in all aspects of their functioning.

As they say, “Change is the only constant.” Thriving and surviving during a period of extraordinary collision of technological advances, globalization, and climate change can be daunting. At any given point in one’s life, a transition can be interpreted in terms of the magnitude of change (how big or small) and the individual’s ontological experience of change (whether it disrupts an equilibrium or adapts an emergent way of life). These four quadrants represent different ways to live in a highly dynamic and complex world. We share the resulting four-quadrant framework from a quantitative and a mixed methods study to examine responses to various ways we respond to transitions. Contingent upon these two dimensions, one can use a four-quadrant framework to mobilize resources to design a response and hypothesize a desired outcome. Individuals may find themselves at various junctions of these quadrants over a lifespan. These four quadrants provide “requisite variety” to navigate individual ontology as they move into and out of fluid spaces we often call instability during a time of transition. In this chapter, we identified social, cognitive, psychological, and behavioral factors that contribute to thriving transition experiences, embracing dynamic stability. Two new constructs were developed, the first measures the receptivity to change, Transformation Quotient (TQ) and second measures the range of responses to transitions from surviving to thriving, Thriving Transitional Experiences (TTE). We hope our work will pave the way for Thriving to become a “normal” outcome of experiencing change by transforming the lexicon and expectation of engaging with transitions.

The purpose of this paper is to investigate the level of concern and practice of sustainability development and also policy failure in the fast food supply chain.

A questionnaire using Likert scoring recorded variations in current practice and attitudes toward sustainable business. A two-stage cluster analysis was conducted to analyze the multi-attribute ordinal data obtained from the questionnaire.

Significant differences were found among clusters of fast food businesses in terms of their sustainability concern and practice, which is of interest to policy makers, consumers and supply chain partners. Medium-sized fast food dealers emerge with high environmental and social concern, but poor practice; larger retailers and fast food chains appear to have both fair social and environmental awareness and practice; and there is a cluster of small takeaway-specific outlets that have particularly low levels of knowledge of sustainability or sustainable practices. Policy failure is prevalent amongst these businesses and without regulation this represents a possible threat to the sector.

Reliance on stated rather than revealed preferences of the study may limit the implications of this analysis but it is a major step forward in understanding what has in the past been a very difficult sector to investigate due to data paucity.

Fast food is a sector with a lack of transparency which has attracted little academic attention to date, due to the difficulties of empirical analysis rather than lack of interest in a key food consumption sector. The message for the sector is to monitor its act, across all business types or face regulatory and policy intervention.

The research conducts a three-dimensional sustainability analysis of fast food supply chains to investigate the differences and trade-offs between different sustainability dimensions.

In response to this criticism of the schools that had been building for decades, in 2002, the Japanese Ministry of Education (MOE) enacted a collection of initiatives that aimed to better equip students to face the realities of rapidly shifting social, economic, and political conditions. Ministry officials hoped that the reforms, which were labeled the “relaxed education” policies, would induce substantial changes in the way education is organized and delivered across the country. Government reports emphasized that the prevalence of problems experienced by Japanese youths necessitated reforms that could reduce the pressures experienced by their students and enhance their interest in learning.

This ethnographic study analyzes the translation and implementation of the relaxed education policies in a sample of Japanese elementary and junior high schools. The analysis provided highlights the tensions experienced by education stakeholders as they attempt to reconcile their ideals about education with more immediate concerns about what will bring students success in a competitive academic marketplace. Particular attention is devoted to the issue of equity, and how the relaxed education programs are affecting the learning opportunities and performance of different groups of students.

In October we begin our librarianship studies, if we are still students, and never in library history have so many facilities, in whole and in part‐time schools, been available. It still remains for all library authorities to accept the idea that it is a natural and proper thing for every entrant into library work to come into it, either by way of a library school, or with the intention (and the opportunity) of attending a library school, with aid equivalent to that given in the training of the teacher. In October, too, we note that eight meetings of librarians, three of them week‐end conferences, have been arranged. This is indeed activity and we hope that attendances in all cases justify their organizers. At a more general level, the Election of the Library Association Council occurs this month. Here is a real obligation upon librarians—to elect a Council representative of every library interest, general and special, public and otherwise. Next year, the Centenary Year of public libraries, is a great one for them; we want the best Council for it. We want, however, non‐public librarians to participate in its celebrations.

Chatbots are increasingly deployed in services and marketing applications, although they are often met with scepticism. To explore how such scepticism can be reduced, this study aims to examine how materialism and social judgment influence human–chatbot interactions.

The authors conduct one pre-test, two laboratory experiments and one simulated study conducted in the field, to test the premises.

The studies show that when material pursuit is guided by positive (negative) values, subjects prefer a chatbot that is perceived warm (competent) versus perceived competent (warm). This, in turn, leads to favourable purchase decisions for services with perceived homophily mediating this effect.

The work addresses the call for more research on how human–robot interactions can be improved applied to a services context. While the findings are novel, they are not without limitations which in turn lay a path for future research.

The findings have implications for driving more strategic value out of how marketing and service managers can improve the interface design in human–chatbot interactions.

The propositions demonstrate a novel framing in suggesting that positive (vs negative) values underpinning material pursuit can lead to a preference for perceived warm (vs competent) chatbots, which further guide favourable decision-making.

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.

A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.

The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.

The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.

This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.

Efficient, or seemingly efficient, distribution of goods and services is something most of us take for granted most of the time in western advanced economic systems. Yet, as catastrophes and wars have repeatedly shown, a distribution system is a sophisticated and often fragile institutional phenomenon. In the face of such fragility and sophistication we tend to over‐compensate; we tend to generate excess capacity to meet almost any demand. Our understanding of channels of distribution and the complex relationships within them is accordingly adolescent rather than mature. During the coming decade, as the economies of the nine E.E.C. countries seek to adapt to their rapidly changing environments, there seems little room for doubt that greater maturity will be necessary and that it will emerge. Here we seek to discuss two conceptual constructs as the basis for understanding movement from adolescence to early maturity. Firstly, we explore the total systems approach; then we shall take a look at the use of comparative analytical method.