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This paper aims to describe how to teach economics to adult learners, many of whom are women, immigrants and do not hold college degrees, but who feel the effects of mainstream economics — and the brunt of economic policies and the ensuing lack of services that are provided — in their everyday lives.

The article reviews popular education pedagogy and discusses and illustrates these in teaching lay audiences economics. Because they are lower‐educated adult learners, different pedagogy and curriculum are needed, which involve participatory methods that clearly illustrate how different economic policies affect different economic players and how these have and can affect their lives. Many examples of these principles are discussed. Discussing alternative policies is key, and these are also illustrated. Because they discuss alternative policies, this pedagogy naturally encompasses heterodox approaches, which is also illustrated. Impediments to teaching popular economics and how this differs from traditional classroom teaching are also discussed.

When taught in the manner described, adult learners, even those with low levels of education, can learn about any economic issue or concept, including the intricacies of tax policy, the international economy, the recent financial crisis, and complex financial derivatives. With their new knowledge, participants feel empowered to take action in their communities and advocate for economic change.

This paper reflects on popular education pedagogy in applying and discussing issues and problems in teaching lay learners. The paper draws on the author's 20 years of experience in teaching economics to lay learners.

The purpose of this article is to introduce heterodox economics as a viable alternative to market‐fundamentalist economics and to outline the articles of the special issue.

This introductory article provides an overview and summary of the contributions in the special issue.

Market‐fundamentalist economics has failed to adequately explain the economy or to provide guidance to policymakers that lead to widely‐shared prosperity and human well‐being. By contrast, heterodox economics offers social and historical narratives of both market and non‐market activities.

The article helps general readers to get acquainted with visions and approaches that are alternative to market‐fundamentalist economics. This will allow them to imagine more concretely that a better world is possible.

The purpose of this study is to extend the pay communication literature by examining the relationship between pay secrecy and turnover intentions with the inclusion of mediators. This study further analyzes the influence pay secrecy and organizational trust have on three key employee attitudinal variables that are directly related to turnover intentions.

The data were collected from participants that were recruited using Mechanical Turk, yielding a sample size of 496. Structural equation modeling (SEM) was used to analyze the hypotheses.

Findings demonstrate pay secrecy positively influences turnover intentions. This relationship is double-mediated by organizational trust with organizational cynicism, organizational disidentification, and job embeddedness. All hypotheses were supported.

This research shows that pay secrecy has negative effects on employee attitudes and behaviors. Based on the findings of this study, organizations should take steps toward pay openness to avoid employees becoming distrustful and more cynical of the organization, boost feelings of being embedded, and deter organizational disidentification.

This study contributes to the pay communication literature by further explaining the pay secrecy–turnover intentions relationship with the inclusion of mediators that have shown mixed results or have not been previously analyzed to the researchers' knowledge. Specifically, organizational trust, organizational cynicism, organizational disidentification, and job embeddedness were examined as mediators. Previous research has shown mixed results for the influence pay secrecy has on organizational trust, with some studies demonstrating pay secrecy to have a positive effect and others a negative effect. This study demonstrates support for pay secrecy's negative relationship with organizational trust.

Employee readiness for change is essential for long-term organizational success. However, organizations often struggle to generate employee support for change as they fail to mitigate associated uncertainties. Studies exploring possible antecedents of employee readiness for change primarily focus on internal organizational practices, while external practices have been overlooked in the discussion. Drawing from uncertainty reduction theory, we examine how external organizational practices in terms of external CSR positively affect readiness for change.

In a survey of 377 employees from 29 German companies, we test the hypothesized chain of effects between external CSR, perceived organizational support, perceived uncertainty, and readiness for change by using structural equation modeling.

Results from structural equation modeling demonstrate a positive relationship between external CSR and readiness for change, which is sequentially mediated by perceptions of organizational support and uncertainty.

By highlighting the role of external organizational practices in promoting change readiness, the paper offers new insights into the mechanisms of effective change management.

This paper aims to investigate how service providers are using their channels to support the handling of customer complaints in a technology-based business network (Tb2N) environment. It aims to discuss the implications from existing misalignments between the service delivery debilities and the complexity of the Tb2N recovery process.

This study used an exploratory case study research conducted in a Portuguese private bank. Data collection involved multiple sources for corroboration purposes, such as reports from customer complaints, semi-structured interviews, direct observation and official documents. Data were analysed to identify paths and relationships between constructs, to reduce data, to enable interpretation and to achieve valid and reliable results.

The case analysis revealed four types of Tb2N debilities: weaknesses in what concerns the channel migration to new technologies, automated physical and virtual barriers in accessing the firms’ common channel, non-automated barriers concerning the cross-training of employees and, finally, barriers concerning the service operations management.

To the best of the authors’ knowledge, this is the first attempt to characterize the service failure and recovery in a Tb2N context. Complaint management is an essential tool for managers, as failures in service delivery are inevitable and the recovery of such encounters encompasses significant challenges. For academics, this is the first effort to discuss a growing topic in the operations management literature. Further investigation is needed, and with this contribution, the authors expect to stimulate other researchers to provide their contribution.

The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.

To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.

Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

The rise of a professional career presents women in today's public relations profession an intense challenge in balancing professional and family responsibilities. Therefore, this study is motivated to investigate female public relations professionals' perceptions of work–family conflict in their daily life. Specifically, the authors focused the research on women working in the professions of communication and public relations in the United States.

An online survey was designed and conducted in the United States. The final sample includes 512 women working full-time in public relations and communication. In addition, the authors pre-specified several demographic quotas in sampling design in order to recruit a diverse group of female professionals nationwide.

The findings of this research study confirmed that female professionals have to constantly make changes to their plans for family activities when there is a conflict due to work-related duties. Such impact is particularly intense for professionals in the age bracket of 31–40. They have to use a wide variety of coping strategies to manage the work–family conflict. Findings in the present research study confirmed the critical role of mentoring in providing extra support and to help junior female professionals find coping solutions. Effective mentor–mentee networks can be established and used as valuable resources to support women in managing work–family conflict.

By investigating current female professionals' perceptions on work–life conflict and their adoption of relevant coping strategies in the workplace, this research provides solid evidence that organizations should dedicate efforts in providing strong support in programs and policies and makes the options available to female professionals at all levels. The present research highlights the importance of building mentor–mentee relationships as an effective supportive approach when managing work–family conflict.

Social enterprises live in the limbo between social and market objectives, posing many operations management challenges. This study extends the discussion of operational priorities, which has focused on purely for-profit organisations, to the context of social enterprises by exploring, from a resource-based perspective, which resources and operational priorities are most important to them and how they are used to respond to conflicting demands.

Multiple case study research was carried out involving five Portuguese social enterprises, representative of the main sectors in which social enterprises operate in Europe. Ten semi-structured interviews with directors and other high-ranking respondents were conducted, and content was analysed to gather evidence on the key resources and operational priorities pursued by social enterprises. Cross-case conclusions were drawn, resulting in theoretical propositions and a conceptual framework.

Findings suggest that social enterprises rely on intangible resources and combine different operational priorities, which may vary throughout their lifecycle. Community engagement has emerged as a specific operational priority, in addition to those already reported in the manufacturing and services literature. To balance conflicting demands, most social enterprises studied combine innovation with community engagement or customer focus.

The study contributes to the development of knowledge about the operations strategy in the specific context of social enterprises, an organisational model that has not been systematically addressed in the operations management literature, and brings the discussion of operational priorities into the social enterprise field, thus strengthening the link between these two fields.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.