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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Being named your country's most admired company is a feather in anyone's cap. Receiving such an accolade in three out of four years is the stuff dreams are made of. But fantasy or not, that's precisely what UK grocer Tesco has recently achieved to culminate a decade of phenomenal success under the leadership of Sir Terry Leahy. The retail giant has cornered 30 percent of the UK grocery market, a figure which is almost double the combined share of nearest rivals Asda and Sainsbury's. Overseas sales are growing even faster. Throw in soaring profits for its online business and a huge rise in non‐food sales and the picture becomes rosier still. So what enables Tesco to stand out from the crowd? – its people, for a start. There is widespread acceptance that a company's most prized asset is its workforce. Yet that does not stop many organizations paying little more than lip service in response. Not Tesco. People matter to the extent that the company's people strategy forms an integral part of the overall business plan instead of being regarded as something to bolt on afterwards.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This study aims to investigate the effects of workplace bullying on the coping strategies (responses) and counterproductive behavior of hospitality employees.

The sample consisted of 284 luxury hotel employees in the Korean hospitality industry. SPSS and AMOS were the statistical programs used to verify the hypotheses of the present study. Confirmatory factor analysis and reliability analysis were conducted to verify the validity and reliability of the measured items. Before verification of the hypotheses, directivity between factors derived through correlation analysis was verified, and causal relationships with regard to the three hypotheses were verified through the structural equation model.

Organizational and work-related bullying had a significant effect on task coping, whereas personal bullying had a significant effect on emotional and avoidance coping. The results also showed that positive task coping did not significantly affect counterproductive behavior, but negative coping, such as emotional and avoidance responses, significantly affected employees’ counterproductive behavior.

The present study verified that coping responses in work situations can differ depending on the type of workplace bullying that occurs. Task coping, a positive coping strategy, was affected by organizational and work-related bullying, whereas emotional and avoidance coping, negative coping strategies, were negatively affected by personal bullying. Consequently, the possibility of harmful actions against organizations varies depending on the coping strategies chosen by employees who are exposed to bullying. Therefore, appropriate education should be offered to employees to use positive and proactive work-oriented coping strategies when dealing with bullying rather than negative methods such as emotional or avoidance coping.