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This paper aims to provide a comprehensive overview of the challenges and employee development strategies for executives and managers when managing flexible work systems.

The paper takes an employee development perspective to discuss management strategies of flexible work systems. Research findings on the effects of work flexibility through flexible work systems, the challenges and the development strategies that executives and managers can use were reviewed from multi-level perspectives.

The flexible work system is the new normal in the workplace. Lack of social and face-to-face interactions reduces employees’ social learning, jeopardizing managerial justice and weakening the culture. To remain competitive and retain talented employees, executives should reexamine their current employee development strategies and implement new strategies that fit the characteristics of flexible work systems.

To the best of the authors’ knowledge, this is the first comprehensive review of employee development strategies for flexible working arrangements. The paper provides practical guidelines and insights for executives and leaders managing employees under various flexible work systems.

This paper aims to find alternative explanations for the use of long-term debt in the US restaurant industry from a behavioral perspective. The three-fold purpose of the present study is to examine the impact of CEO overconfidence on the use of long-term debt; explore how CEO overconfidence moderates the relationship between growth opportunities and long-term debt; and analyze the moderating role of CEO overconfidence based on cash flow levels in the context of the restaurant industry.

Using a sample of publicly traded US restaurant firms between 1992 and 2015, this study used generalized methods of moments with instrumental variable technique to analyze the panel data.

The findings of this study highlight the importance of considering behavioral traits of CEOs, such as overconfidence to better understand the US restaurant firms’ financing behaviors. This study found that overconfident CEOs tend to use more long-term debt when firms have greater growth opportunities and low cash flow.

Given that psychological and behavioral features of CEOs are critical in understanding the variations in corporate financing decisions and capital structure, shareholders and boards of directors of growth-seeking restaurant firms should incorporate the behavioral aspects of overconfident CEOs in the design of long-term debt contracts to mitigate liquidation risk while developing compensation practices that encourage overconfident CEOs to finance growth.

Despite its heavy reliance on long-term debt in the US hospitality industry, prior studies provided mixed findings for the determinants of long-term debt. This study makes a contribution to the literature by offering alternative approaches to examining long-term debt decisions among US restaurant firms.