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Traditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.

Based on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.

The scale comprises four factors reflecting the three dimensions of the salutogenic concept “sense of coherence”: manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.

The authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.

Several theoretical models have been developed to describe the process of successful team adaptation. Testing the models through empirical research is lacking. This study aims to empirically examine the way teams adapt to unexpected or novel circumstances and investigate the four-phase team adaptation process (i.e. situation assessment → plan formulation → plan execution → team learning), as proposed by Rosen et al. (2011).

To test the positive relationship between the four team adaptation phases and their suggested sequence, a cross-sectional field study was conducted. Data were collected from 23 teams participating during an 8-week team project.

Results from random intercept models confirmed that the team adaptation process consisted of four phases that were positively related to each other. As expected, plan formulation mediated the positive relationship between situation assessment and plan execution. However, team learning was independently related to all three previous phases, and not only to situation assessment as theory suggests.

To the best of the authors’ knowledge, the present study is one of the first attempts to test the theoretical model of the team adaptation process presented by Rosen et al. (2011). Findings illustrated that the team adaptation process is not a simple four-phase sequence, but it constitutes four dynamic phases that are strongly interrelated to each other.

Defying conventional wisdom, leaders' storytelling may have ambiguous and even negative effects on followers. Built upon transformational leadership and leader -member exchange theory, the intention-perception model of storytelling in leadership provides a framework to systematically explain when and why unintended effects of storytelling happen. Despite its theoretical and practical relevance, a quantitative evaluation of the model's main assumptions, and particularly of followers' perceptions of leader storytelling, is still pending.

The authors developed a scale to assess followers' story perceptions in study 1 (N = 79) and confirmed the scale's structure in study 2, an online cross-sectional field study (N = 60). In study 2, the authors also tested a main assumption of the intention-perception model of storytelling, that is, the relationship between followers' story perceptions and story effects, mediated via followers' affective arousal.

Data revealed that story effects indeed depend on followers' perception of the story. In particular, the better a leader's story met followers' needs (need-supply fit), the more adequate the input load transported by the story (story load), the more positive followers' appraisal of their leader's story (story appraisal) and the more positive affective reactions and positive effects of storytelling (transformation, leader -member exchange quality, and trust in the leader) followers perceived.

The authors provide practical insights into how leaders may improve their storytelling by tailoring their stories to the expectations and needs of their followers.

Taking a follower-centric perspective on a common leadership practice (i.e. storytelling), the present research provides first support for the intention-perception model of storytelling in leadership.

Storytelling is considered an effective leadership behavior. However, research on storytelling’s effects on followers is scarce and disconnected from leadership theory. This paper aims to explore the perspectives of both leaders and followers with a focus on interaction-based moderators and affective mediators of storytelling effects, building on transformational leadership and leader-member exchange theory.

Data from semi-structured interviews (N = 27 independent leaders and followers) were analyzed with a combined content-analytic and grounded theory approach.

Leaders’ intended effects of storytelling (transformation, relationship and information) evoked either positive or negative affective reactions in followers depending on how well the story met followers’ needs (need-supply fit), the adequacy of the input load transported by the story (story load) and how followers interpreted their leaders’ story (story appraisal). Followers’ positive or negative affective reactions translated into positive effects (corresponding to leaders’ intended effects) or negative effects (contradicting leaders’ intended effects), respectively. Results were integrated into an intention-perception model of storytelling.

Proposing an intention-perception model of storytelling, this paper explains when and why unintended effects of storytelling happen, and thus provides an alternative view to the one-fits-all approach on leaders’ storytelling advocated by popular management literature.

Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose of this paper is to examine how the regulatory power of standardized business processes can be established and managed.

Building on a theory of standardization and on qualitative data, the authors suggest a “model of self-reinforcing business process management.”

Business process management consists of several phases (process design, process implementation, process application and process follow-up). A cyclical perspective on how these phases work together to create process legitimacy as presented in the model of self-reinforcing business process management can foster better understanding of the self-reinforcing dynamics of business process management.

The paper offers starting points for interdisciplinary research on business process management. The proposed model should be further examined with regard to its usefulness for overcoming tensions and dynamics associated with standardization.

The model of self-reinforcing business process management provides a guideline for managers involved in planning, implementing, applying, or improving business processes or further areas of change-related organizational governance.

By modeling a cyclical sequence of business process management and highlighting the role of different kinds of legitimacy, the authors integrate functionalist and social perspectives on business process management in one model.

While deficits for students with learning disabilities (LD) are prevalent in almost all aspects of mathematics, difficulty in the application and understanding of problem-solving tasks are much more challenging to remediate than computational and procedural skills. Given the complexities involved in authentic problem-solving activities emphasized in current mathematics standards and the inherent challenges presented to students with LD, the importance of using strategies and techniques guided by evidence-based practices is paramount. Yet, ineffective instructional strategies for problem solving are still widespread in both mathematics curricula and available teacher resources. In this chapter, we provide a description of a commonly used ineffective problem-solving strategy (i.e., the keyword strategy), an overview of the keyword research, and an explanation for its ineffectiveness. We conclude with a description of three evidenced-based problem-solving approaches and practices that significantly improve the mathematical performance of students with LD.

Given Bali's prominence in Indonesia's hospitality industry, tourist hypermobility regarding food preferences following the COVID-19 pandemic continues to be a source of contention. As such, this chapter will investigate extreme mobility by examining how ‘the flashpackers’ construct their nomadic lifestyles. This chapter focuses on the ‘freedom to eat’ in a variety of different types of restaurants throughout the destination – creating a pattern of hypermobility. Flashpacker's hypermobility data come from a network analysis of TripAdvisor reviews – with Bali (Indonesia) serving as the case study location. According to the analysis's findings, there are eight distinct preference groups for food and beverage products in Bali. It was discovered that at least five ‘star factors’ contributed to preferences across the eight groups, including (1) ratings, (2) popularity, (3) ownership, (4) social media and (5) price. In light of these factors, the chapter concludes that research into hypermobility in small island destinations is still in its infancy. It is critical to promote thorough research into the influence and impact of hypermobility on all facets of the tourism industry, including local communities and to demonstrate the industry's economic contribution.

Family small and medium-sized enterprises (SMEs) represent a substantial part of many economies. In these organizations, close and informal relationships between employers and employees often foster a mutual understanding of each other’s needs, facilitating the negotiation of idiosyncratic deals (i-deals), special employment conditions tailored for individual employees. However, research on how i-deals are negotiated in family SMEs, especially regarding power dynamics and influence, remains limited. This study aims to identify the types of i-deals negotiated in family SMEs and explore the role of power and influence in these negotiations.

Semi-structured interviews were conducted with 45 employees and 15 employers from Spanish family SMEs. Data were analyzed using ATLAS.ti 8, and thematic analysis was performed.

The study concludes that task, flexibility, financial and development i-deals are particularly negotiated in family SMEs. It identifies that referent and expert power play an important role in initiating these negotiations. Furthermore, rational tactics are generally employed for negotiating work performance, soft tactics for employment-related aspects and hard tactics for work flexibility. Additionally, the study identified gender differences in the negotiation of i-deals.

This study enhances i-deal literature by highlighting the distinct characteristics of family SMEs and their impact on i-deal negotiations. The findings suggest that power dynamics and influence tactics in family SMEs differ from those in larger firms. Moreover, certain i-deals may encounter resistance due to concerns about organizational performance and economic implications. Understanding these factors is essential for developing effective negotiation strategies in family SMEs.

This study offers a dual perspective, analyzing the power and influence tactics used by both employees and employers in family SME i-deal negotiations and highlighting gendered dynamics in these processes.

This paper aims to build on Fred Beard’s study of the world’s archives to identity historical advertising and marketing ephemera, published in this journal in 2018, by focussing on resources available in Europe to augment his survey.

Online searching, supplemented by literature emanating from the business archive sector, led to the identification of 177 repositories or online sites in Europe holding advertising and marketing archives of significance for researchers. These are set out in two accompanying tables.

A wide diversity of European archives that are open to researchers is revealed in this paper. Many are the archives of the business themselves, but a number of collecting repositories are also listed, brought together for the first time.

This paper focusses solely on Europe but does not claim to be comprehensive, as the study was time-limited and readers will, no doubt, know of resources that the author has missed. The findings relate mostly to Western Europe, so there is scope for further study to encompass archives in the former eastern bloc. Exploration of sources in Africa, Asia and Latin America would further supplement Beard’s original study.

This research brings together the broadest list of advertising and marketing sources open to researchers in Europe published to date. As Beard’s focus was more on the Americas, this examination redresses the balance with an array of European sources which, it is hoped, will contribute to the greater use of many little-known or under-researched resources by researchers across the world.