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To propose new commitment construct‐policy commitment, and to examine the influence of attitude, role clarity, and role conflict on policy commitment, as well as the influence of policy commitment on citizenship behavior.

Using a self‐report questionnaire and a sample of 148 workers in a rural manufacturing plant, we use structural equation modeling (SEM) techniques to examine the effects of attitude, role clarity, and role conflict on policy commitment, as well as the effect of policy commitment on the conscientiousness and civic virtue dimensions of citizenship behavior.

SEM revealed that attitudes and role clarity positively influenced policy commitment, and that policy commitment positively influenced conscientiousness and civic virtue.

Our sample is relatively small (N=148) and largely homogeneous, which may limit its generalizability. A number of additional research opportunities are suggested in the study, including those designed to further explore the nature of the policy commitment construct and those designed to examine its relationship with other known commitment antecedents and outcomes. Implications for practitioners and researchers are suggested.

Commitment in organizations has long been conceptualized as acceptance of organizational goals and dedicated effort on behalf of the organization itself. However, we believe this conceptualization of commitment may be considerably less salient in today's highly mobile work environment. This study introduces the construct of policy commitment, a conceptualization of commitment as belief in and proactive endorsement of specific courses of action (i.e. policies) that embody the values resident within organizations.

In this concluding chapter of the handbook, the authors first revisit the conceptual focus of this handbook with a brief overview of research literature on wellbeing, using a common conceptual approach that identifies the dimensions of wellbeing and then provide an overview of literature that both addresses and imagines the wellbeing with students, faculty, staff, leadership, and institutional levels in mind. Finally, the authors will proffer that there is a need for agentic moral imagination to sustain and progress the cause of wellbeing in higher education.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

IN July we sugggested that one outcome of the formation of a European Work Study organisation could be a standard certificate of competence, recognised by all the participating countries. That opinion is confirmed after reading carefully through the various memoranda compiled for the conference by representatives. They showed a wide variance in training methods and in the subjects regarded as important.

IF work study principles are being applied rather belatedly to the organisation of clerical duties it is doubtless because the area, being much smaller, is recognised as a less profitable one in which to effect substantial savings. There is, however, an increasing use of such techniques in offices.

The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether OL and innovation act as sources of strategic fit, and whether strategic fit positively affects performance.

The authors use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42 percent) and structural equation modeling (using the EQS 6.1 program) to undertake a transversal study.

The model confirms that OL and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. The authors propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit.

This study is limited by the fact that the analysis is cross-sectional and by the fact that all measures used are based on managers’ perceptions.

Managers should create and support an entrepreneurial culture that stresses continuous learning. They should also foster programs aimed at developing abilities, and promote the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as OL and the capacity to innovate, are strategically justified, especially in turbulent environments.

This study is one of the first to investigate the complex interactions among OL, innovation, strategic fit, and performance. The results improve our understanding of the links between strategic fit and performance.

The purpose of this paper is to suggest that librarians’ traditional methods of source evaluation – guided by the “Authority is Constructed and Contextual Frame” of the Framework for Information Literacy – do not adequately address today’s post-truth reality.

The authors will use the specific example of the release of the Environmental Protection Agency’s (EPA’s) National Climate Assessment report on November 23, 2018 and the subsequent Fact Check News Release published by EPA Headquarters on November 28 as a lens to explore the difficulty of teaching the Authority is Constructed and Contextual Frame in an era of alternative facts and fake news.

A brief analysis of human psychology, modern learning theories and Patrick Wilson’s work on cognitive authorities demonstrates that to provide effective information literacy instruction, librarians must do more to incorporate the social and emotional factors that individual students bring to the learning environment into current instruction practices.

This paper can be used as a resource for librarians seeking new strategies for information literacy instruction in the post-truth era.

Although a large body of literature exists to discuss the prevalence and implications of fake news in the post-truth era, few scholars have proposed solutions beyond a rededication to teaching critical source evaluation. This paper points to at least one new resource for source evaluation instruction which includes self-reflection among learners and points readers in a new direction to develop more.

The purpose of this paper is to draw attention to the importance of the current global ecological overload (GEO) for the future of work in the twenty-first century and to propose a new understanding of what work is.

To achieve this purpose, the author uses qualitative methods to assess what is likely and what is possible. The author presents three broad-brush future scenarios, dubbed chaos, muddle and wisdom. The approach adopted depends on two basic normative principles, named Liveable Global Habitat and Necessities as of Right.

The neoliberal commitment to economic growth is a driver for GEO. A liveable future requires a decisive turn away from neoliberal values. As part of this, the author proposes a new understanding of work, disciplined useful activity, which differs radically from the current understanding. “Useful” means contributing to two basic principles: to maintain and enhance a civilised human society and a liveable global habitat for a rich variety of species; and to accord to all people, as of right, in practice and not merely in name, the basic necessities of a civilised life.

AI and robots will probably continue to replace today’s kinds of human employment. But this need not render any humans unemployed, whose work (in the new sense) will be wanted in, for two examples, caring (including self-care) and participatory democracy.

This paper offers a contribution to the resolution of the current and anticipated problems of GEO and of disruptive technologies.