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Workable application of an emerging technology requires that the impact of that technology be assessed within its operating arena.

In this chapter, we argue that despite the fact that empirical research on trait neuroticism has shown fairly weak relations between the broad neuroticism trait and overall job performance, organizational research can benefit by increased attention to the neuroticism construct. This is because the influence of neuroticism on work behavior can be best understood by separating the more general neuroticism domain into its lower level facets. We discuss various conceptualizations of neuroticism and then review existing research on the relation between the facets of neuroticism and job performance. Next, we turn our attention to a theoretical framework that suggests that the relations between neuroticism facets and job performance outcomes are explained by the social, cognitive, and behavioral effects of having varying levels of neuroticism-based traits. In so doing, we not only focus on mediated relationships between facets of neuroticism and job performance dimensions but also recognize some important moderators, as well as some expected direct relations between the facets and job performance. Finally, we discuss implications for further conceptual development, offer some suggestions for testing the propositions, and discuss potential practical implications of finding support for this model.

Extensive human and animal research has examined approach and withdrawal motivation, which we define as the simple urge to move toward or away, respectively. In this chapter, we review seminal and recent research that showing that asymmetrical frontal cortical activity underlies approach and withdrawal motivation that occur during childhood, that characterize certain psychopathologies, and are present in everyday emotional experiences. Specifically, greater left-frontal activity is involved in approach motivation, including the expression and experience of anger, jealousy, desire, and joy. Conversely, greater right-frontal activity is involved in withdrawal motivation, including the expression and experience of some forms of sadness, crying, and depressed mood. We also review recent research suggesting that connectivity between the frontal and parietal cortices is a potential mechanism for the motivation-related effects of asymmetrical frontal activity.

How do organizations act as entrepreneurs and what are the outcomes of their innovations? This paper intersects two broad areas of organizational research: the sociology of entrepreneurship and the study of organizational forms. A case study of Kaiser Permanente's role as an institutional entrepreneur in the creation of the health maintenance organization form illuminates the benefits and pitfalls of institutional entrepreneurship – in this case, the act of turning identity into form. Examining organizations as institutional entrepreneurs also raises questions and challenges for future research about both entrepreneurs and models of organizing.

This chapter seeks to understand the emergence of new institutions of business regulation, standard-setting and governance commonly referred to as multistakeholder initiatives (MSIs), and to consider their implications both from the perspective of regulatory effectiveness and sustainable development.

The analysis synthesizes the findings of a review of 20 such initiatives. It draws on a wide body of literatures and conceptual insights to understand the emergence of these new approaches to international business regulation. The assessment of their emergence, performance, and impacts highlights the complex dynamics of regulatory change.

The findings caution against simple generalizations about the positive or negative outcomes of these new forms of collaborative governance. Their somewhat mixed record can be partly explained by the diverse set of interests, preferences, and agendas of the actors involved; variations in institutional learning, capacities, and power relations; as well as how such initiatives are nested in broader institutions and structures. This points to the need, raised in the conclusion, for intellectual pluralism in advancing knowledge of the effectiveness of new regulatory institutions.

The analysis aims to go beyond studies that (i) tend to focus on just one or a few cases; (ii) that ignore the implications of such initiatives for development in the Global South; and (iii) draw on narrow bodies of theory and literature to understand complex issues.

This study examines the effects of narcissism and bonus-based incentive plans on managerial decision-making performance. Using an experiment, the authors first examine decision choices under two levels of an incentive threshold (high and low). Narcissism is measured using the Narcissistic Personality Inventory (NPI). Typically, the NPI is used as a single monolithic construct in analyses; however, in this study, the authors subdivide it in two ways to gain more nuanced information about its impact on decision making. First, the authors split the NPI into three levels – high, medium, and low (Hascalovitz & Obhi, 2015), and then decompose it into its adaptive and maladaptive components (Campbell, Hoffman, Campbell, & Marchisio, 2011) to examine how these subdivisions affect performance. Results show that the different levels of incentive thresholds affect performance among narcissistic individuals. Results indicate that individuals higher in narcissism and higher in levels of adaptive and maladaptive narcissism outperform their low-trait counterparts in a lower-threshold environment, but not in a high threshold environment.