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The purpose of this study is to explore the role of anticipatory procedural justice, seriousness/type of conflict, and design of ombudsman processes with intentions to use ombudsman processes to resolve disputes.

The study was a 3 (type of conflict with three scenarios nested in each type)×3 (design of ombuds system). Subjects read scenarios and filled out Likert type survey items related to seriousness of conflict, anticipatory procedural justice, and intentions to use ombuds processes.

Perceived seriousness and anticipatory procedural justice were significantly related to intention to use ombuds process, but design of ombuds process was not.

This study was limited to scenarios of academic conflict. Research should be extended to experienced conflicts and conflicts in other contexts.

Potential users of ombuds processes are more concerned with principles of fairness and justice than the specific elements of how dispute systems are designed. While the design of a system needs to insure disputants perceive it to be fair, institutions concerned with resolving disputes between/among members should be more concerned with having a system than about promoting specific details about the design of that system.

This study advances both the study of ombuds processes/design and anticipatory procedural justice. This study provides unique findings related to both the design of ombuds processes and the conditions under which disputants might utilize the process. Additionally, procedural justice is demonstrated to be useful in forming decisions about use of processes, not just evaluations after processes have been used.

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employees’ challenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employees’ challenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

Chance models – mechanisms that explain empirical regularities through unsystematic variance – have a long tradition in the sciences but have been historically marginalized in management scholarship, relative to an agentic worldview about the role of managers and organizations. An exception is the work of James G. March and his coauthors, who proposed a variety of chance models that explain important management phenomena, including the careers of top executives, managerial risk taking, and organizational anarchy, learning, and adaptation. This paper serves as a tribute to the beauty of these “little ideas” and demonstrates how they can be recombined to generate novel implications. In particular, we focus on the example of an inverted V-shaped performance association centering around the year when executives were featured in a prominent listing, Barron’s annual list of Top 30 chief executive officers. Our recombination of several chance models developed by March and his coauthors provides a novel explanation for why many of the executives’ exceptional performances did not persist. In contrast to the common accounts of complacency, hubris, and statistical regression, the results show that declines from high performance may result from the way luck interacts with these executives’ slow adaptation, incompetence, and self-reinforced risk taking. We conclude by elaborating on the normative implications of chance models, which address many current management and societal challenges. We further encourage the continued development of chance models to help explain performance differences, shifting from accounts that favor heroic stories of corporate leaders toward accounts that favor their changing fortunes.

We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimensions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.

The paper explores the impact of mergers and acquisitions (M&As) on technological performance. We posit that the post‐acquisition technological performance is positively related to the technological combination potential of the merging firms and to their ability to realize this potential. In turn, the combination potential depends on M&As motives aimed at complementing firms’ technological resources, whereas firms’ ability to realize their potential is significantly influenced by their prior experience in M&As and technology integration.

Many jurisdictions fine illegal cartels using penalty guidelines that presume an arbitrary 10% overcharge. This article surveys more than 700 published economic studies and judicial decisions that contain 2,041 quantitative estimates of overcharges of hard-core cartels. The primary findings are: (1) the median average long-run overcharge for all types of cartels over all time periods is 23.0%; (2) the mean average is at least 49%; (3) overcharges reached their zenith in 1891–1945 and have trended downward ever since; (4) 6% of the cartel episodes are zero; (5) median overcharges of international-membership cartels are 38% higher than those of domestic cartels; (6) convicted cartels are on average 19% more effective at raising prices as unpunished cartels; (7) bid-rigging conduct displays 25% lower markups than price-fixing cartels; (8) contemporary cartels targeted by class actions have higher overcharges; and (9) when cartels operate at peak effectiveness, price changes are 60–80% higher than the whole episode. Historical penalty guidelines aimed at optimally deterring cartels are likely to be too low.

Sustainable development in support of cultural heritage has become one of the major issues on UNESCO’s agenda. As policy documents are issued, heritage environmental sustainability, local stakeholders’ development and participation and heritage in cases of interregional conflict are the situations they analyze. As such, policy documents will be employed as guidelines for past and future UNESCO World Heritage site registrations. They have been used for the present study of sustainable development within mostly Thai cultural heritage context, with a few cases relating to Cambodia due the lack of research on this topic in the region. Employing qualitative method analysis, most of the heritage sites studied here suffer from a lack of protection against encroachment, natural elements and, more rarely, overuse. Furthermore, the implementation of heritage management plans sees local stakeholders excluded from any participation in the heritage they live in, which may cause conflicts in Southeast Asia.

This study investigates work and non-work antecedents for the work–life balance (WLB) development of remote employees during the COVID-19 pandemic. Longitudinal data (N = 1,146, T1; N = 737, T2) was collected in May–June 2020 and December 2020 in one multinational company (MNC) in Finland. In data analysis, structural equation modeling (SEM) with a cross-lagged panel model was utilized. The results revealed that during the pandemic, WLB slightly decreased. The quantitative job demands increased and predicted a decreased WLB at T2. Job autonomy decreased but did not have an effect on WLB development or buffer the negative effect of quantitative job demands on WLB. Time saved from commuting was positively related to WLB development, but the number of children living at home and the age of the youngest child had no statistically significant link to WLB development over time (similar finding for men and women). Although care responsibilities from the gender perspective is not the focus of our study, the additional analysis show that WLB at T1 was more challenging for women the more children they had, or the younger the youngest child was. For men, children did not make a difference for their WLB at T1. This finding indicates that WLB has been more challenging for mothers compared to fathers already when our first data had been collected, and the continuance of the pandemic did not change the situation in any direction. This research contributes to the knowledge about work and non-work related demands and resources as antecedents for WLB development during the pandemic. As a practical implication during the pandemic, the authors suggest that employers should follow development for employees’ WLB as a measure of well-being in remote work. In addition, the workload of remote employees should be followed, and time saved from commuting should be preserved as employees’ non-work time and protected from work-related tasks.

This survey study among 111 teleworkers in a bank organization investigated the relationship between telework intensity and individual productivity, and whether this relationship was mediated by employees’ intrinsic motivation. Also the moderating role of office hours in the model’s associations was studied. Based on the Job Demands-Resources Model (Bakker & Demerouti, 2007) and the professional isolation literature (e.g., Golden, Vega, & Dino, 2008), we developed and tested a set of hypotheses. Partly in line with expectations, we found a direct curvilinear relationship between telework intensity and individual productivity, characterized by a slight, non-significant positive association at the low telework intensity end, and a significant negative association for the high telework intensity end. Strikingly, we neither found support for a mediating role of intrinsic motivation, nor for a moderation effect of the number of office hours in the relationship between telework intensity and intrinsic motivation. However, the direct relationship between telework intensity and individual productivity appeared to be moderated by the number of office hours. It was concluded that consequences for productivity are contingent on telework intensity, and that the number of office hours has an important impact on the consequences of different telework intensities. The study’s outcomes can inform management and HR practitioners to understand how to implement and appropriately make use of telework.