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Describes the history of the Xerox Corporation, from the 1950s to the present day, explaining how it won the European Quality Award and outlining recommendations for those companies that would like to follow in its footsteps.

A key challenge for cost-effective Intelligent Tutoring Systems (ITSs) is the ability to create generalizable domain, learner, and pedagogical models so they can be re-used many times over. Investment in this technology will be needed to succeed in developing ITSs for team training. The purpose of this chapter is to propose an instructional framework for guiding team ITS researchers in their development of these models for reuse. We establish a foundation for the framework with three propositions. First, we propose that understanding how teams develop is needed to establish a science-based foundation for modeling. Toward this end, we conduct a detailed exploration of the Kozlowski, Watola, Jensen, Kim, and Botero (2009) theory of team development and leadership, and describe a use case example to demonstrate how team training was developed for a specific stage in their model. Next, we propose that understanding measures of learning and performance will inform learner modeling requirements for each stage of team development. We describe measures developed for the use case and how they were used to understand teamwork skill development. We then discuss effective team training strategies and explain how they were implemented in the use case to understand their implications for pedagogical modeling. From this exploration, we describe a generic instructional framework recommending effective training strategies for each stage of team development. To inform the development of reusable models, we recommend selecting different team task domains and varying team size to begin researching commonalities and differences in the instructional framework.

The purpose of this paper is to investigate the differing perceptions of fear of expatriates operating in terror-exposed Nairobi and the high-crime environment of Johannesburg and its impact on stress and well-being. It illustrates how expatriates cope with the challenges associated with these two regions.

Following an interpretative and inductive research approach, qualitative content analyses were conducted using evidence from in-depth interviews with 12 expatriates in senior management or officer positions within a large global organisation, with respondents based in South Africa and Kenya.

Data suggest that expatriates in the more terrorism-exposed context perceive fear less strongly than expatriates in environments categorised by high degrees of conventional crime. Fear seems to relate to physical well-being via restricted freedom of movement, but there is little evidence that fear affects mental well-being. The study finds that respondents in terror-exposed Nairobi tend to engage more in avoidance-oriented coping strategies, whereas their counterparts in the high-crime environment of Johannesburg predominantly rely on problem-focused coping.

The qualitative design allows practitioners to better understand expatriates’ perceptions of fear, its consequences for stress, and well-being and potential coping strategies expatriates employ. It discusses a set of practical recommendations focussing on the deployment of expatriates assigned to dangerous locations.

This study develops a distinction between terror and conventional crime and contributes with practical insights for assignments into dangerous work environments. The geographic lens of the study provides an in-depth look at expatriation challenges in an arguably neglected regional context.

The purpose of this paper is to reflect a critical perspective drawing from phenomenology, especially informed by a reading of Heidegger, to enhance and extend appreciation of the need to question accounting’s meaning or delineation and how research might be undertaken into the accounting phenomenon and related areas.

To illustrate and clarify argumentation in terms of accounting mobilization and the domain of accounting research, the mainstream and strongly positivistic accounting perspective adopted in the USA is critically assessed. At the same time, the authors elaborate how much of interpretive research (including much of that labeled critical) is also lacking in terms of the perspective articulated here.

The paper stresses the case for questioning the taken-for-granted and conventional. It promotes reflexivity, cautious pragmatism, attentiveness to the value of the existing, responsibility to difference and otherness and openness to new possibilities as part of a deeper critical orientation.

The paper draws from phenomenology, especially in Heideggerian terms to open-up new conversational domain to debate accounting.

Co-innovation networks face the important challenge of cultivating collective innovation outcomes while also preserving the interests of individual contributors. Addressing this challenge requires first understanding and then managing individuals’ perception of co-innovation risks. The purpose of this paper is to provide a meaningful approach to addressing co-innovation risks using a valid and reliable model to assess actors’ perception of risk and examine its effect on actor co-innovation behavior.

The construct of co-innovation risk from the actor’s perspective was conceptualized based on a case study of a co-innovation network. The measurement items underwent a pilot study and a field study to establish the necessary reliability and validity. This paper also empirically assesses a nomological network that illustrates the effect of risk on co-innovation behavior with a moderating effect of prior experience.

Co-innovation actors perceived four different individual risks: time, social, intellectual property right, and financial. The empirical results from the field study demonstrate a high degree of confidence in both translation validity and criterion-related validity. Negative effects of perceived co-innovation risk on actors’ continuous intention to ideate, collaborate, and communicate in co-innovation were evident, but prior experience moderated these relationships.

Drawing from co-innovation and individual risk literature, this study develops and validates a general instrument to measure co-innovation risk from the actors’ perspective. The result is a reliable and parsimonious instrument with 15 items, which contributes significantly to future empirical investigations of co-innovation behavior on virtual platforms.

The purpose of this paper is to analyse the simultaneous effects of perceived job insecurity and organizational commitment on the innovative behavior of workers in an announced downsizing environment.

The authors suggest and empirically test a model using the case of a firm, an innovative high technology firm, in a downsizing process.

The results show an indirect effect of job insecurity on innovative behavior, through organizational commitment.

First, the paper only examined one firm. Although the firm is a large multinational firm it may have a specific organizational culture and a track record that generates some idiosyncratic feelings in face of downsizing. Second, the context of knowledge-intensive firms limits the scope of the study, although it is reasonable to suggest that these firms are more dependent on employees’ innovative efforts for competitive advantage.

This study is a contribution to the HRM practitioners in a tense and delicate worldwide restructuring situation. The outcomes experienced by those who remain – the survivors – are important for the future competitive capabilities of firms post-downsizing.

Thus, it seems that organizational commitment directly and positively determines workers’ innovative behavior and that organizational commitment is impacted by job insecurity in an announced downsizing environment. It is, essentially, an affective commitment and job insecurity is more affected by a perceived threat to one’s total job.

A downsizing strategy warrants that the full impact on firms’ ability to innovate be assessed.

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In countries with relatively young populations such as Turkey, management in family businesses passes into the hands of Generation Y. This study aims to examine the moderator role of the difference between old and new generation Y in the effect of self-efficacy perceptions on decision-making strategies.

This research, which was designed according to the quantitative research method, was designed according to the cross-sectional survey model, one of the general survey models. The research data were collected from a sample of 441 family business managers determined according to the simple random sampling technique. The data were analyzed and interpreted with various statistical techniques. Data analysis was done with AMOS. 20 and International Business Machines statistical package for the social sciences 22 data analysis programs.

According to the analysis findings, there is a significant relationship between the participants’ self-efficacy perceptions and decision-making strategies. Research findings old and new generation Y managers have different decision strategies. The research results showed that the dominant self-efficacy perceptions of the Y generation affect their decision-making strategies.

This research only examines whether the old and new generation Y perceptions have a moderator function in the relationship between the participants’ self-efficacy perceptions and decision-making strategies. The research is quantitative research limited to family businesses. The results can be compared by repeating the research with other variables and in different samples, for example, by researching in public institutions. In addition, the way of reflecting the differences in perception to the management can be subjected to deeper analysis with mixed studies.

One of the important reasons for the difference in people’s approaches to events is their personality structure. Generational differences, which have been discussed primarily in recent years, make themselves felt in working life. The new working models arising from the different perspectives of the Y generation differ from the traditional business models. Today, in traditional business models, the manager profile is usually the X generation. However, the process is moving toward gaining essential positions in the management levels of the new Y generation. They put traditional managers in a difficult situation with their impatient behavior and desire to climb the career ladder quickly.

In the studies conducted on the Y generation, it is understood that they do not favor the classical management approach based on the command-command relationship. The sense of loyalty of the Y generation is low compared to other generations and their organizational commitment levels are weak. There are determinations that they attach importance to flexible working style and want to do business using digital technologies. They are highly motivated in setting vision and participating in strategic decisions in organizations. These features differ significantly from the X-generation managers who adopt the traditional management approach.

Both emotional and cognitive characteristics influence decision-making behavior. The generation gap which shows common personality structures in a certain period is an important predictor of decision-making strategy. Research results and related studies significantly affect the decision strategies of the generation gap. No research has been found comparing the old and new Y generations. In this respect, it is thought that the research will contribute to theory, practice and method.

This paper introduces this special issue.

The paper examines some of the key themes in global human resource management.

By reviewing, briefly, the existing literature in these areas, the paper outlines a limited but crucial research agenda and sets the papers in this special issue in context.

This paper presents some new empirically‐based work on human resource development.