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Procurement is playing an increasingly important role in helping major corporations achieve their savings and profitability objectives. What companies buy has been increasing in importance, size, and complexity, and thus, how companies buy has changed. Leading procurement organizations are exploiting several opportunities to leverage the corporate buy, optimize the supply base, minimize linked costs in the supply chain, and maximize the value of goods and services for the users. These opportunities can be described in a systematic framework of strategic sourcing that is applicable to services as well as materials. With the emphasis on shareholder value growth, industry leaders are turning to new business designs to capture and sustain profitable growth. Strategic sourcing can be taken to new levels and applied to the business designs that will shape corporate revenue realization as well as competitive cost position. By building sourcing process excellence and aligning capabilities with the requirements of the corporate buy, procurement can have a key role in the corporate quest for value growth.

The first purpose of this study is to respond to Matthews’ (2017) criticisms of Larson's (1977) professional project and accounting historians' past use of Larson (1977) when researching public accountancy professionalization. The second purpose is to use the response to Matthews (2017) as the foundation to construct a model of socio-economic closures of potential use for research and study.

In order to respond to Matthews (2017), the study provides an interpretive review of Larson (1977) and analyses historical professionalization research published in leading accounting journals over three decades. The review and response, together with prior theory contributions, form the foundation for the proposed model of closures.

Matthews’ (2017) criticisms of Larson (1977) and accounting historians' past use of Larson (1977) are, with some exceptions, not well-founded. Larson's (1977) professional project is an ideal model of professionalization and has been used appropriately by accounting historians to introduce and explain rather than a model or test public accountancy professionalization. The analyzed data from research journals are consistent with Larson (1977) in terms of identifiable historical phases of and specific closures actions in the professionalization process.

The study analyses peer-reviewed studies in selected accounting research journals over a defined period.

The study provides a nuanced review of Larson (1977), clarifies evidence of the past use of Larson (1977) by accounting historians, challenges criticism of this use, identifies primary research that focuses on socio-economic closures and proposes a model of such closures for future research and study.

The study contains a comprehensive analysis of peer-reviewed research of public accountancy professionalization and proposes a model of closures inductively derived from empirical evidence and prior theoretical contributions.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

In recent years, the use of structural equation modeling (SEM) has become widespread in tourism and hospitality research. Because there are two different approaches to SEM (i.e., covariance-based SEM and variance-based, partial least squares SEM), this brings challenges for researchers about which SEM to use and what to report in each SEM approach. Therefore, the purpose of this chapter is to discuss the differences between CB-SEM and PLS-SEM and to provide comprehensive guidelines for researchers on how to apply each SEM. Within this context, the authors first briefly summarize the fundamentals and advantages of using SEM. Then, the authors explain in detail the major issues that should be considered when selecting between CB-SEM and PLS-SEM. Finally, to ensure rigorous research practices, the authors provide step-by-step guidelines for the application of both CB-SEM and PLS-SEM.

Employing a service-profit chain (S-PC) framework, this manuscript investigates the relationship between employee engagement (EE) and customer engagement (CE) within service contexts and explores how a mediating mechanism, service employee work performance (SEWP), links EE with CE.

Meta-analytic procedures ascertain the magnitude of the relationship between EE and SEWP (k = 102, ρ^ = 0.45) and between SEWP and three dimensions of CE: customer purchases (k = 42, ρ^ = 0.47), customer knowledge (k = 4, ρ^ = 0.33) and customer influence (k = 7, ρ^ = 0.42). The current meta-analysis reports an effect size for the EE-overall SEWP relationship nearly 1.50 times greater than related extant meta-analyses.

Results suggest SEWP, consisting of service employee task performance and contextual performance, serves as an important intervening mechanism between EE and CE by considering nine dimensions of SEWP. Such findings suggest that to maximize SEWP, service employees must go beyond simply being satisfied in their work roles; instead, service employees must feel energized, find fulfillment and meaning and be engrossed in their work to maximize the service they provide to customers.

This research extends previous meta-analytic efforts, bridges the multi-disciplinary gap between EE and CE research, provides an empirical link allowing for informed decision-making for managers and stakeholders, underscores the importance of service employees surpassing required job responsibilities to meet and exceed customer needs and suggests an agenda for future service research integrating EE and CE.