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The purpose of this paper is to analyze the impact of Hurricane Sandy and a series of snowstorms that affects two universities in the northeast.

A survey instrument was used to assess the educational impact that these storms had on the college students at two AACSB business schools located in the New York City area. Utilizing 519 observations from Hurricane Sandy in 2012 and 441 observations from the snowstorms in the Spring of 2015, the paper is able to document the impact these natural disasters had on the college students in a few selected areas. The paper conducts univariate t-statistics for mean differences, principal component analysis determining eigenvalues, and a multivariate logit model using log likelihood functions.

The empirical results illustrate that the two different events had different impacts upon the students. In addition, the events in certain circumstances had different impacts upon the student responses between the two universities. Students perceived an increase in preparation by the faculty more significantly when make-up classes were conducted in classrooms as opposed to additional online work. Dorm residents at the suburban university felt greater financial hardship than their counterpart dorm residents at the urban university. Commuter students overall felt an increase in concerns related to their overall education.

The empirical results are robust to multiple specifications, and the authors are able to identify the predominate factors that affected the students during the two natural disasters. The unique survey based nature of the data set provides valuable insights into the students’ behavior that has not previously been documented.

We review past research on the relationship between attributional perceptions, emotions, and workplace aggression and develop a conceptual model that extends this research in two ways. First, we consider the influence of controllability attributions on the type (otherdirected, self-directed, hostile, non-hostile) and likelihood of aggressive responses to negative workplace outcomes and situations. Second, we consider the extent to which discrete negative emotions might mediate these attribution-aggression relationships. Implications for anticipating and preventing workplace aggression based on this conceptual model are discussed.

This paper emphasizes that employee attributional processing is a vital element in understanding employee aggression in organizations. The purpose of this paper is to summarize attributional perspectives and integrate recent theoretical advances into a comprehensive model.

The paper achieved its objectives by reviewing and integrating research and theories on aggression, cognitive processing, and attribution processes to explain how employee aggression unfolds in the workplace. Propositions are suggested.

It was found that early conceptualizations proposing that employee attributions and attribution styles would play important and significant roles in predicting employee aggression were supported by recent research enabling theoretical advancements.

Over the last 15 years, research advances show how attributions influence employee aggression. This paper integrates recent theoretical advances with prior empirical evidence and provides a comprehensive model exhibiting how attributions influence aggression in the workplace.

A number of theoretical frameworks exist to explain perpetrators’ motivation for workplace aggression. Most of them consider these behaviors as retaliatory actions from individuals who experience triggering events in their workplaces. The current chapter describes a model that focuses on the motivations underlying proactive workplace aggression, and identifies situations where perpetrators consider their aggressive behaviors as morally justifiable. In particular, we argue that depending on the targets’ in- versus out-group membership and higher- versus lower-status in the hierarchy, aggressive behaviors may be viewed as acceptable to achieve perpetrators’ goals of forcing compliance or managing identity. The model extends the current literature by considering non-retaliatory workplace aggression, and by identifying potential avenues for future research and intervention to reduce proactive workplace aggression.

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.

This study examines the relationship between age, physical violence and non‐physical abuse within the context of intimate partner violence (IPV). It tests the hypothesis that while the prevalence of physical violence is lower among older women, other forms of intimate partner violence are not related to age. The study uses data from the Michigan Violence Against Women Survey to measure physical violence and two forms of non‐physical abuse: psychological vulnerability and autonomy‐limiting behavior. Findings support the hypothesis that the rate of physical abuse is negatively related to age but the rate of nonphysical abuse is not. By expanding the definition of IPV to include other forms of abusive behavior, the study finds that older women have IPV prevalence rates similar to younger women. This raises the question of whether batterers alter their means of power and control by emphasizing non‐physical abuse rather than continuing to use physical violence that exposes them to formal and informal social controls and sanctions.

Investigates the negative effect on employee welfare caused by economic decisions taken by corporate managements which they attribute to the adoption of an accounting standard, focusing on the case of McDonnell Douglas Corporation, which ended health‐care benefits for non‐union employees as a result of adopting the Financial Accounting Standards Board′s Statement 106 (FASB 106). It is estimated that the adoption of FASB 106 caused $148 billion in charges to earnings to be recorded by companies in the Standard & Poor′s 500 Index. Despite the large negative effect on earnings, FASB 106 had little or no impact on the economic condition of the affected firms. Nevertheless, managements have taken economic actions that have negatively affected employee welfare, and these actions have been attributed to FASB 106. Some of the hardest hit are employees at older industrial companies with mature workforces hired during the 1950s and 1960s. Some companies ended retirement health plans abruptly, while others required workers and retirees to pay more towards insurance premiums, or prevented new hires from receiving retirement health coverage.

Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or reciprocal motives. Research has not studied extensively the relative strength of multiple antecedent sets. Using questionnaire data (n = 366), the current study examines eleven antecedents of employees engaging in aggression: situational antecedents (i.e., procedural, distributive, and interpersonal justice; organizational, work group, and job related stress), individual difference antecedents (i.e., Type A behavior, trait anger, reactions to anger), and reciprocal effects (i.e., being the target of aggression). Individual difference antecedents and being the target of aggression influence the frequency with which employees report engaging in aggression. Situational antecedents are not significant predictors once other antecedents are taken into account.