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In this chapter, the authors consider the role of time for research in occupational stress and well-being. First, temporal issues in studying occupational health longitudinally, focusing in particular on the role of time lags and their implications for observed results (e.g., effect detectability), analyses (e.g., handling unequal durations between measurement occasions), and interpretation (e.g., result generalizability, theoretical revision) were discussed. Then, time-based assumptions when modeling lagged effects in occupational health research, providing a focused review of how research has handled (or ignored) these assumptions in the past, and the relative benefits and drawbacks of these approaches were discussed. Finally, recommendations for readers, an accessible tutorial (including example data and code), and discussion of a new structural equation modeling technique, continuous time structural equation modeling, that can “handle” time in longitudinal studies of occupational health were provided.

This research explored the literature regarding successful leadership practices and how these practices form the organizational context that leads to success in the biotechnology industry. Dominate themes emerged in general leadership strategies, leading research and development scientists, moving ideas from research to the consumer and the culture of research versus practice. Themes include leaders must be adaptable and able to lead effectively in a dynamic environment. Leaders need to consistently articulate the vision throughout the organization. Leaders need to be strategic decision-makers and flexible enough to allow the vision to adjust to the culture and the environment. Leaders need to communicate effectively and create an organization where communication flows efficiently at all levels. Leaders need to recognize clear cultural differences between functional groups, and they need to empower employees at all levels to make strategic decisions. Leaders need to know which decisions must be retained as his or her sole responsibility.

The paper aims to review the latest management‐training development at energy‐company giant BP.

This briefing is prepared by an independent writer who adds his own impartial comments and places two articles in context.

Who are the most important people in a business? Those at the very top, making the big, important decisions that affect everyone in the organization, its customers and its performance? Or those at the “sharp‐end” – the ones who come into direct contact with the customers or suppliers either face‐to‐face or on the telephone and whose performance can give an immediate and long‐lasting good or bad impression of the company? Maybe the answer is neither.

Provides strategic insights and practical thinking that have influenced BP.

Saves busy executives and researchers hours of reading time by selecting the best, most pertinent information on the BP First Level Leaders development program and presenting it in a condensed and easy‐to‐digest format.

The intention of this research paper is to shed light on the key factors influencing the human resource management (HRM) performance of first tier managers (FTMs), and the vital importance that a holistic strategic framework can have in this regard.

The research paper uses an up‐to‐date historical approach and, additionally, draws on detailed case study evidence from an aerospace manufacturing/engineering company via manually and electronically analysed in‐depth semi‐structured interview and company documentation.

The case study findings reveal that the FTM's HRM performance is greatly influenced by a group of four key factors, and their interrelationships.

The literature survey was mainly industry‐specific (manufacturing), and the sample was restricted to one sector (aerospace), as well as one case study organisation. Furthermore, the views of FTMs' staff are not directly represented.

The FTMs' HRM role shows no signs of abating; in addition, questions regarding their performance of this role have increasingly emerged. This has become more evident as organisations have continued to expand the FTMs' role by devolving greater HRM responsibilities to them, and their performance of the role demonstrates that many FTMs are ill equipped to perform their HRM duties to the required standard. However, the vital importance that a holistic strategic framework (which encompasses the four key factors influencing their performance) can have on their performance of this role is not acknowledged. The present research paper, gives an empirical example of a case study, and therefore provides a springboard to address the weakness in the literature.

The study outlined in this paper seeks to deepen one's understanding of the theoretical and practical implications for marketing management where an internet component has been added to the business.

Cases were developed primarily from individual in‐depth interviews with 30 managers from financial services.

In setting up an e‐commerce capability the case study organizations have been taking strategic decisions on customer interaction. Aligning channels cost‐effectively with appropriate customers requires difficult decisions to be made in targeting and managing different customer segments. At the operational level many aspects of customer interaction can be handled centrally, moving the emphasis of customer management into customer service departments.

The question of how best to manage customers effectively, using e‐service in an integrated manner with other channels, can be seen to be complex and requires further research in order to extend theory in this area and give more meaningful guidance to marketing practitioners.

The marketing function has the potential to play a prime role in ensuring that remote customer management is effective. Recommendations are made for practising managers on developing an integrated channel strategy; setting up processes for managing customer feedback from the new channels and responding to this feedback.

E‐service is throwing up new and fundamental challenges for organizations and this potentially provides new opportunities for marketing practitioners to play a leading role at strategic and operational levels. However, in the cases marketing management's strategic and operational contribution to resolving these issues was limited.

The purpose of this case study is to extend the understanding of leadership development in healthcare by documenting the impact of a systemic approach to developing frontline leaders in a large Canadian healthcare organization.

A total of 92 participants working in acute and community settings participated in an eight‐day certificate program that combined classroom instruction, practical skill development, and applied projects. Program content was based on a learning needs assessment conducted with potential participants and their supervisors.

Frontline leaders and their supervisors rated the program positively in terms of its impact on participants' confidence and willingness to lead, awareness of leadership opportunities, communication, problem solving, response to conflict, and the ability to support their teams through change. It was also found, however, that supervisors' ratings were generally lower than those of participants.

Systemic approaches to leadership development offer healthcare the best chance of addressing the current leadership crisis. The challenge is finding innovative ways to demonstrate sustainable benefits in an industry that is struggling to address cost pressures. In the present study, personal and supervisor evaluations were used in conjunction with completion of applied change projects to demonstrate a tangible return on investment.

Leadership can be learned and there is no better point of entry for development than those in frontline leadership positions. However, developing future leaders requires the commitment of an entire leadership community. Healthcare organizations that are experiencing leadership gaps must be prepared to make a long term investment if they want to achieve lasting healthcare reforms.

This study, based on the conservation of resource theory, aims to investigate the negative impacts of abusive supervision on helping behaviors among employees by examining the mediating role of rumination and the moderating role of psychological flexibility.

A total sample of 282 reliable questionnaires are collected from 282 employees working in education and banking sectors of Pakistan. SPSS and AMOS are used for data analysis of the proposed model.

The findings reveal that rumination mediates the relationship between abusive supervision and employees’ helping behavior. In addition, the results show that higher levels of psychological flexibility negatively moderate the relationship between abusive supervision and employees’ helping behaviors through mediation.

This study elucidates how and when abusive supervision deters helping behavior among employees and provides useful guidelines for banking/university’s administration to understand harmful consequences of abusive supervision and take appropriate policy measures to lessen their harmful effects upon employees.

By proposing a moderated mediation model, this study discovers rumination as a key mediator that links abusive supervision to employees’ helping behaviors and identifies the role of psychological flexibility in diminishing the negative impacts of abusive supervision upon employees’ helping behaviors through rumination.

Despite recent organizational behavior studies have witnessed considerable progress in abusive supervision research; some demerits for both theory and methodology still remain in the past years. To clarify the current state of knowledge in the field, this study aims to analyze the current state of theories and methods on abusive supervision and provides a detailed future research agenda.

This paper conducted a literature review for both theory and methodology of the abusive supervision research using a content analysis of 134 publications.

For the theory part, this paper summarized the theories that had been applied to explain the relationship between abusive supervision and its consequences as well as antecedents. For the methodology part, this paper outlined some critical issues regarding country of origin, research design, measurement, analysis strategy and also summarized with a discussion of the relationship between methodological issues and article impact. Finally, this paper concluded by presenting an agenda for future abusive supervision research regarding both theory and methodology.

First, this paper summarizes the main theories, antecedents and consequences often used in abusive supervision research to allow scholars to carry out theoretically driven research investigating abusive supervision in the future. Second, through a content analysis of the methods sections of abusive supervision research in the samples (i.e. country of origin, research design, measurement and analytical procedures), this paper identified the potential reasons underlying the inconsistency in the conclusions of abusive supervision research and provide some guidance for future empirical studies. Third, based on the qualitative review, this paper provides an agenda for future research investigating abusive supervision by developing a content-specific theoretical framework to benchmark abusive supervision research against other research related to leadership and offers an accurate response to scholars’ criticisms of abusive supervision research.

Observes that diversity management (DM) is central to the human resource management (HRM) function in work organizations, and the past decade has seen employers seeking to establish more devolved management structures that place more emphasis on local-level managerial decision-making.

Argues that an important component of this shift in many organizations has been the reconfiguration of the role of first-line managerial leader (FLML) to encompass a wider range of HRM responsibilities. Hence, diversity management and leadership in this regard are a key HRM role for leaders and managers.

Highlights case-study evidence to illustrate how far the success or otherwise of such a process of change is explicable in terms of the role played by four inter-related sets of factors which are key elements linked to organizational learning and strategic fit.

Advances the view that organizations that wish to enhance the HRM/DM role and performance of FLMLs need to adopt a holistic strategic approach which encompasses organizational learning and FLML strategies.

Demonstrates that organizations that use an integrated framework to help with the close co-ordination of business and HRM activities are likely to perform better as they engage in effective learning.