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This study aims to examine how members of Gen Z are impacted by Covid-19, specifically focusing on their professional opportunities, work preferences and future outlook.

A survey consisting of 24 questions including a Likert scale, multiple choice and open-ended was created to understand how members of Gen Z perceive Covid-19 impacting their education, employment, mental health and relationships. The survey was disseminated to employees of a corporate restaurant franchise, Christian college admissions and guidance non-profit, and online through social media including Instagram, Facebook, Reddit and LinkedIn. A total of 517 respondents completed the survey. Survey participants came from 29 states and 6 countries.

Results highlight Gen Z overwhelmingly values interpersonal connections, wants to Zoom less and work more in-person. The findings help anticipate potential professional gaps due to Covid-19 restrictions, as well as point out how Gen Z is markedly different in terms of workforce trends. Content analysis from an open-ended question reveals the extent of disruption Gen Z has experienced, adversely affecting their career plans and stalling professional development. Yet, despite these setbacks, Gen Z maintains a cautiously optimistic future outlook.

Limitations to the study include the sample is largely comprising White women so the generalizability of results may be limited and the self-reporting nature of the survey may pose problems with method variance.

These findings have implications for Millennials as managers as they identify where resources should be invested including strengthening interpersonal communication skills, providing mentoring opportunities and appealing to their financial conservatism to recruit and retain Gen Z employees. The changes in telecommuting preferences and desire for more interpersonal and in-person communication opportunities highlight how Gen Z is markedly different than previous generations.

Gen Z’s optimistic future outlook conveys a sense of resilience and strength in the face of stress. Rather than engaging in cognitive distortions and over generalizations when stressed, results show Gen Z is able to find healthy alternatives and maintain optimism in the face of stress. Additionally, due to the extent of isolation and loneliness Gen Zers reported, the value of in-person connections cannot be overstated. As results convey a sense of being overlooked and missing out on so many rites of passage, inviting Gen Zers to share how they have been impacted, recognizing their accomplishments and listening to them may go a long way to develop rapport.

This study differs from others because it takes a generational look at Covid-19 impacts. The qualitative nature allows us to hear from members of Gen Z in their own words, and as a generational cohort, their voices inform workplace attitudes, practices and managerial procedures.

The long-term financial stability of hospital systems represents a “grand challenge” in health care. New ownership forms, such as private equity (PE), promise to achieve better financial performance than nonprofit or for-profit systems. In this study, we compare two systems with many similarities, but radically different ownership structures, missions, governance, and merger and acquisition (M&A) strategies. Both were nonprofit, religious systems serving low-income communities – Montefiore Health System and Caritas Christi Health Care.

Montefiore's M&A strategy was to invest in local hospitals and create an integrated regional system, increasing revenues by adding primary doctors and community hospitals as feeders into the system and achieving efficiencies through effective resource allocation across specialized units. Slow and steady timing of acquisitions allowed for organizational learning and balancing of debt and equity. By 2019, it owned 11 hospitals with 40,000 employees and had strong positive financials and low reliance on debt.

By contrast, in 2010, PE firm Cerberus Capital bought out Caritas (renamed Steward Health Care System) and took control of the Board of Directors, who set the system's strategic direction. Cerberus used Steward as a platform for a massive debt-driven acquisition strategy. In 2016, it sold off most of its hospitals’ property for $1.25 billion, leaving hospitals saddled with long-term inflated leases; paid itself almost $500 million in dividends; and used the rest for leveraged buyouts of 27 hospitals in 9 states in 3 years. The rapid, scattershot M&A strategy was designed to create a large corporation that could be sold off in five years for financial gain – not for health care integration. Its debt load exploded, and by 2019, its financials were deeply in the red. Its Massachusetts hospitals were the worst financial performers of any system in the state. Cerberus exited Steward in 2020 in a deal that left its physicians, the new owners, holding the debt.

The purpose of this paper is to investigate the association between audit rotation – at the audit partner and audit firm level – and audit quality. As mentioned in the literature, audit rotation has several benefits, and one of them is it can bring a fresh look to audit tasks and subsequently improve audit quality. Moreover, audit itself can help a client to improve its financial reporting. However, ineffective communication between predecessor and successor audit partners or audit firms, and pseudo-rotation can hamper that benefit.

This study uses multivariate regression analysis to test its hypotheses. Using data from companies listed on the Indonesia Stock Exchange, the sample consists of 688 company-year observations covering the period 2003–2016.

This study finds that the cumulative number of audit partner rotations is positively associated with audit quality, indicating that rotations at the audit partner level will enhance audit quality. Conversely, it finds that the cumulative number of audit firm rotations is negatively associated with audit quality.

The study’s findings may assist regulators in crafting standards regarding audit rotation. As the findings show, audit partner rotation will improve audit quality, but the audit firm rotation will decrease audit quality. As this study tries to explain the decreasing audit quality from audit firm rotation could be a consequence of ineffective communication or pseudo audit firm rotation. Regulators should try to tackle these problems.

Instead of using tenure as a proxy for a rotation, this study creates a new proxy named the cumulative number of audit partner and audit firm rotations to provide evidence on the benefits of audit rotation.

This chapter provides an ethnographic account of the interaction between a professional marketing consulting firm and its client. The interaction is analysed as a ‘narrative archipelago’ or complex of discursive practices by which professionalism is constructed. In this case three narratives predominate: the narrative of instrumental reason, of neo-liberalism and consumer protection. The analysis demonstrates the microprocesses by which wider concepts of professionalism are recreated in daily interactions between professionals and clients.

This study examined the factors influencing willingness-to-repurchase for each class of airline service, and integrate the constructs of service quality, satisfaction and willingness-to-repurchase which were rooted on Engel-Kollat-Blackwell (EKB) model. The study focuses on the domestic and international arrival of passengers at Murtala Muhammed International Airport in Lagos and Nnamdi Azikwe International Airport in Abuja. Information was gathered from domestic and foreign passengers who had post-purchase experience and had used the airline's services more than once. The survey data were obtained concurrently from arrival passengers at two major international airports using an electronic questionnaire through random and purposive sampling techniques. The data was analysed using the ordinal logit model and structural equation model. From the 606 respondents, 524 responses were received but 489 responses were valid for data analysis and reporting and were obtained mostly from economy and business class passengers. The study found that the quality of seat pitch, allowance of 30 kg luggage permission, availability of online check-in 24 hours before the departing flight, quality of space for legroom between seats, and the quality of seats that can be converted into a fully flatbed are the major service factors influencing willingness-to-repurchase economy and business class tickets. Also, it was found that passengers' willingness to repurchase is influenced majorly by service quality, but not necessarily influenced by satisfaction. These results reflect the passengers' consciousness of COVID-19 because the study was conducted during the heat of COVID-19 pandemic. Recommendations were suggested for airline management based on each class.

This chapter provides a briefly summary of the main message and contribution of Martin C. Goossen's and Gianluca Carnabuci's paper “When Employees Walk Out the Door, Their Memories Remain: The Effect of Inventor Mobility on Patent Renewal”. It situates the paper and its contribution in the broader literature and provides critical areas and possible avenues for future research.

Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management.

A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context.

A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct.

Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices.

The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.