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This paper explores the influence of Snapchat on workplace behavior, focusing on employee productivity, mental health and organizational policies. It examines how Millennials and Generation Z use Snapchat professionally, with implications for management strategies and workplace culture.

The paper provides a conceptual analysis grounded in existing literature and theoretical frameworks, including uses and gratifications theory, social comparison theory and attention economy theory. The analysis covers the psychological effects of social media validation, social comparisons and the impact of Snapchat on attention and task management. Management strategies such as policy development and employee training are also examined.

Snapchat positively impacts communication and team bonding but presents challenges to productivity, mental well-being and data security. The platform’s design encourages both community building and distractions. Organizations can mitigate these issues through effective policies, training and mental health support.

This paper offers a unique contribution by focusing specifically on Snapchat and its workplace impact. It addresses the balance between the benefits of social media and its drawbacks, presenting practical strategies for organizations to manage Snapchat usage effectively while maintaining productivity and supporting employee well-being.

Reports on research resulting from a three year EPSRC funded project into teamworking in manufacturing companies. Investigates archetypal forms of teamworking rather than focusing upon narrow or discrete sets of issues. Explores the dynamic capabilities of teamworking, firstly by considering changes in the manufacturing environment with its legacy of ‘old’ organisational forms and functions to contemporary environments where quality, flexibility and continuous improvement are key features, and secondly by discussing a detailed case history of one of the project’s collaborating companies. Identifies archetypal approaches to teamworking and explores benefits of a strategic organisational perspective. Argues that much of the teamworking literature fails to adopt either an organisational or strategic perspective, and hence is unable to acknowledge the complexity of such interventions. Reviews the implications of this more organisational approach for research design and investigation by means of a detailed case study, and explores the development of a strategic methodology for the effective introduction and development of teamworking into manufacturing companies.

This chapter focusses on three young, female students from Denmark and their quiet voices in a world full of loud expectations – in this case the expectations of education. The chapter is based on a research project named Marginalization and Co-created Education (MaCE), which is constructed through indirect conversations with young students. These students were either attending an Adult Education Centre (In Danish: VUC) or a Production School (an institution for people who for a short period have to consider what to do in relation to the system of education). The aim of the study was to obtain an understanding of being a young person on an educational journey and to let the young students express their experiences through their own voices and views. The findings of this research present an overwhelmingly negative view of the school experiences by the young students, who all at some point felt neglected and not acknowledged through their school time by both teachers and classmates. These findings are illustrated through German sociologist Norbert Elias and his work on The Civilizing Process, and focusses on the unavoidable connection between civilising and distinction processes.

Drawing on the social cognitive theory, this study investigated the effect of mentors' drinking norms on their protégés' alcohol misuse by focusing on the mediating role of conformity drinking motives and the moderating role of moral disengagement. We conducted a three-wave survey of 148 mentor–protégé dyads and found that mentors' drinking norms were positively related to their protégés' alcohol misuse and that this relationship was fully mediated by conformity drinking motives. Moreover, the moderated mediation model revealed that moral engagement strengthens the main effects of mentors' drinking norms on conformity drinking motives and the indirect effects of mentors' drinking norms on protégés' alcohol misuse via enhanced conformity drinking motives. The theoretical and practical implications are discussed.

An extensive literature search was conducted to better understand and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose of the article Generation X consisted of those born between 1961 and 1981, while Baby Boomers consisted of those born between 1943 and 1960. The purpose of this article was to use an exhaustive review of eclectic/multidisciplinary literature to address six commonly held myths presented by Paul and Townsend (1993). Furthermore, it was intended to examine empirical research gathered by a literature review of the stereotypes in the workplace, to better understand the profiles and factors that motivate the Baby Boomers and Generation X, in conjunction with the following independent variables: age, productivity, motivation, training, and mentoring and job satisfaction. Selected hypotheses were tested suggesting Generation Xers are more productive, more motivated, easily trainable and exhibit higher job satisfaction levels as compared to Baby Boomers. Results were convergent and divergent in several cases worth noting. It is important for organizations to recognize the limitations that stereotypes create in the workplace. As was demonstrated by the varied research, Baby Boomers and Generation Xers are not dissimilar as employees; they possess more similarities than differences. Organizations need to engineer/design an environment of respect for both groups to create synergies between them to build and maintain a productive workforce.

Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with culture change, strategies based on logic and reason with new technology implementations, and power strategies with the introduction of new laws and legislation. However, to what degree are these suggested recommendations carried out in organizations? In this paper, we explored the extent to which change recipients perceive the use of theorist recommended strategies when undergoing specific types of organizational changes. Using survey research (N = 88), we investigated the perceived relationship between two components of change: change content and change strategy. The results partially follow the ideals proposed by previous theorists, but they also highlight a significant relationship between power-coercive strategies and episodic change events that is contrary to those ideals. For practitioners, our findings draw attention to the connection between change content and change strategy in the hope of offering some guidance to those change agents who must determine how to lead a particular change initiative. Additionally, since our investigation is original and exploratory, we incite future research aimed at understanding the congruency between change content and change strategy formulation.

There has been considerable debate in the construction management (CM) literature as to which research methodology is the most appropriate to CM research problems. This paper contributes to that debate by suggesting that postmodernity and multi‐level research can extend the scope of CM theory. It is argued that if CM researchers are to effectively solve the problems that the construction industry faces, then they need to adopt a robust methodological approach that takes account of both ontological and epistemological viewpoints. It is proffered that only then will we fully understand phenomena that influence organizational and project performance in construction.

The existence and extent of consumers' external search effort has been deliberated by consumer behaviour theorists for several decades. Research has largely focused on durable goods such as automobiles for which there is a high monetary risk. This study considers a non‐durable product, wine, where there are several hundred alternatives. Furthermore, knowledge of the product's attributes are difficult to assess by visual inspection of the product. Thus it is presumed that consumers would conduct a search for information prior to their purchase, in particular making use of expert opinion by reading wine reviews and books. Results show that there is very little external search effort undertaken prior to entering the store. Furthermore, the two highest ranked information sources, point of sale material and labels, are only rated somewhat important. Overall there is no one overriding information source but several sources cumulate to provide the information consumers require.