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Health disparities affecting lesbian, gay, bisexual, transgender and queer (LGBTQ) populations have been reported in many countries. For Singapore, no large quantitative studies on mental health and well-being in the local LGBTQ community have been published. The authors conducted a community-based survey (National LGBT Census Singapore, 2013; NLCS2013) that covered a comprehensive set of demographic, social and health indicators. Here, the authors investigated mental health status and its correlates in 2,350 LGBTQ individuals within the NLCS2013 sample.

The NLCS2013 was an anonymous online survey conducted amongst self-identified LGBTQ adults (aged ≥ 21 years) residing in Singapore. The survey included the World Health Organisation Well-being Index (WHO-5) as a measure of mental well-being, with low WHO 5 scores (<13/25) indicating poor mental well-being. The authors analysed relationships between low WHO-5 score and a range of respondent characteristics using multivariate logistic regression.

Strikingly, 40.9% of 2,350 respondents analysed had low WHO-5 scores, indicating poor mental well-being. Parental non-acceptance, experience of conflict at home and bullying/discrimination in the workplace or educational environments were all significantly associated with poor mental well-being. Conversely, community participation appeared protective for mental well-being, as respondents who participated in LGBTQ community organisations or events were less likely to have poor mental well-being than non-participants.

The NLCS2013 represents one of the first broad-based efforts to comprehensively and quantitatively capture the sociodemographic and health profile, including mental health status, within Singapore’s resident LGBTQ population. These findings affirm the need to address the mental health needs of LGBTQ individuals in Singapore and to foster safe spaces and allyship.

The purpose of this paper is to argue that the epistemology of the strategic literature is dominated by a Modernist (scientific) and Cybernetic system approach and that other epistemological options especially critical management studies and complex self‐adapting systems, might provide greater insight for strategic thinking.

An extensive review of the literature was undertaken.

The current dominant way of thinking about management is based on closed system notions of causality in which good enough long‐term prediction is possible. The process PLOC depends totally on this foundation. If a system's long‐term behaviour is unpredictable, then using the PLOC model is questionable. In the current turbulent business environment long‐term prediction may not be possible.

The life expectancy of a firm is only 40 years. Using closed system concepts to drive businesses to the equilibrium of a business plan may be killing the business, because a complex self‐adapting system in equilibrium is dead.

Very little work, especially in strategy has been done outside the Modernist paradigm. This paper explores the possibility of incorporating open system ideas into a strategic methodology.

The aim of the paper is to evidence the development of scientific management through the lens of postmodernism.

The four principles of scientific management are deconstructed through a postmodern lens. Current management practices are analyzed for indicators of development in scientific management.

The principles of scientific management are found within current management examples; measurement of knowledge production; empowerment; total quality management; teamwork. Scientific management, when deconstructed through the lens of postmodernism, is discovered to have developed over time.

The limitation to this study is a precise definition for postmodernism and postmodern management against which to “prove” any findings. The implication is to extend research on the development of scientific management in postmodern management.

A practical implication for management practitioners is to apply a tenet of postmodernism to management i.e. there are a myriad of managerial approaches that work.

The paper's contribution is that the principles of scientific management originated in modern times and are developed in postmodern management.

The purpose of this paper is to demonstrate how Internet of Things (IoT) technology can enable highly distributed elevator equipment servicing by using remote-monitoring technology to facilitate a shift from traditional corrective maintenance (CM) and time-based maintenance (TBM) to more predictive, condition-based maintenance (CBM) in order to achieve various benefits.

Literature review indicates that CBM has advantages over conventional CM and TBM from a theoretical perspective, but it depends on continuous monitoring enhancement via advanced IoT technology. An in-depth case study was carried out to provide practical evidence that IoT enables elevator firms to achieve CBM.

From a theoretical perspective, the CBM of elevators makes business sense. The challenges lie in data collection, data analysis and decision making in real-world business contexts. The main findings of this study suggest that CBM can be commercialized via IoT in the case of elevators and would improve the safety and reliability of equipment. It would, thus, make sense from technological, process and economic perspectives.

Our longitudinal real-world case study demonstrates a practical way of making the CBM of elevators widespread. Integrating IoT and other advanced technology would improve the safety and reliability of elevator equipment, prolong its useful life, minimize inconvenience and business interruptions due to equipment downtime and reduce or eliminate major repairs, thus greatly reducing maintenance costs.

The main contribution of this paper lies in the empirical demonstration of the benefits and challenges of CBM via IoT relative to conventional CM and TBM in the case of elevators. The authors believe that this study is timely and will be valuable to firms working on similar research or commercialization strategies.

The premise for this volume is that there is “a need to develop a Handbook that takes scholars and practitioners through the paradigm change going on in the field of management and organizational inquiry.” In their invitation to contributors, the editors suggested we should comment on this transition and inform readers of theoretical and philosophical changes that have occurred in recent times. In this chapter, we attempt to do this by revisiting the influential concept of paradigm from the philosophy of science (Kuhn, 1962, 1970) and explore its relation to recent contributions to postmodern social theory in organizational analysis. In particular, the influential paradigm model of Burrell and Morgan (1979) is revisited through meta-theoretical analysis of the major intellectual movement to emerge in organization theory in recent decades, post-structuralism and more broadly postmodernism. Proposing a retrospective paradigm for this movement we suggest that its research can be characterized as ontologically relativist, epistemologically relationist, and methodologically reflexive; this also represents research that can be termed deconstructionist in its view of human nature. Consequently we demonstrate not only that organizational knowledge stands on meta-theoretical grounds, but also how recent intellectual developments rest on a qualitatively different set of meta-theoretical assumptions than established traditions of agency and structure.

The purpose of this paper is to study the phenomenon of organizational change failure through an emic approach. Grounded in empirical examples, the paper unfolds why the phenomenon seems to be missing from the literature of the becoming view (e.g. Tsoukas and Chia, 2002).

Inspired by the methodological strategy of “studying through,” organizational changes are followed through space and time within the setting of a Nordic bank, from where the empirical data have been collected via longitudinal study. The empirical data are generated through a combination of methods: shadowing, interviews, in situ observations and desk research in order to capture the ever-changing phenomenon of organizational change.

The paper finds that organizational changes drift away, either by slipping into the everyday practices of the organization, or by drifting away in time when history is reinterpreted. The paper concludes that organizational change failures suffer the same fate as organizational changes more generally and drift away in space and time.

The paper contributes to the becoming view by illustrating how methodologically an ever-changing phenomenon such as organizational change can be studied. Further, it contributes to the field of organizational change failure by unpacking the fate of organizational change failure when change is natural and slippery in nature. The paper includes reflections on what the consequences might be for praxis.

Drawing upon a contractarian lens of corporate social responsibility (CSR), this study aims to explore community construals of happiness and evaluates conceptual boundaries of CSR for happiness.

Using a mixed-methods design, natural language processing and thematic analysis techniques were used to analyse large volumes of textual survey data collected from over 1,000 research participants through an online survey.

Results indicated that lay construals of happiness were primarily defined in terms of socioeconomic conditions and psychoemotional experiences. In explicating the boundary conditions, community perceptions regarding the extent of businesses’ social responsibilities for happiness were evidenced in five themes: that businesses have a responsibility not to harm happiness, a responsibility to enable conditions for happiness to occur, a responsibility to exercise awareness of happiness implications in decision-making, a responsibility for happiness that is limited by strategic purpose and resource capability and a responsibility for happiness that is limited by stakeholder proximity.

This study contributes to the theoretical and empirical foundation of CSR for happiness while simultaneously developing and applying a novel approach for processing and analysing large volumes of qualitative survey-based data.

While a substantial amount of research has been conducted in western societies exploring public attitudes toward police (ATP) among immigrants in recent decades, the question of how recently arrived immigrants view the police in Asian societies has been largely overlooked. This study aims to explore Southeast Asian immigrants' ATP in Taiwan and how assimilation, discrimination, affirmation, procedural justice, bifocal lenses and contact experiences – viewed simultaneously – impact their perceptions.

Using a combination of convenience and snowball sampling methods, a total of 579 completed survey responses were collected in Taiwan with a response rate of 89%. Structural Equation Modeling (SEM) was used to examine key factors that impact immigrants' attitudes toward the Taiwanese police.

The findings suggest that procedural justice and assimilation are two robust and direct predictors of immigrants' attitudes toward Taiwanese police. Immigrants from Southeast Asian countries who perceive that they have been treated fairly by Taiwan police tended to report more positive ATP. Likewise, higher levels of assimilation boosted confidence in the police. In addition, both nationality and marital status had a significant impact on perceptions of the police.

This pioneering study examines immigrants' ATP among four groups of Southeast Asians in Taiwan —namely, immigrants from Indonesia, Vietnam, Thailand and the Philippines. The use of SEM strengthens the robustness of the findings derived from this study.

This study examines the association between the use of a package of contemporary and a package of traditional management accounting practices with organizational change and organizational performance.

Data were collected based on a mail survey distributed to a sample of 740 public sector organizations.

The findings indicate that while the prevalence of traditional practices is still dominant, such practices were not associated with organizational change or performance. Rather, those organizations that use contemporary management accounting practices to a greater extent experienced greater change and stronger performance.

The findings suggest that contemporary management accounting practices can assist public sector practitioners in improving performance and promoting organizational change.

The study provides an empirical insight into the use and effectiveness of management accounting practices in the public sector. The study provides the first empirical analysis of the effect of using a package of management accounting practices in the public sector.