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This paper aims to examine the role of social norms of justice and relationalism in salesperson–sales manager relationships, and their role in developing salesforce commitment and turnover.

This study uses structural equation modeling to analyze survey data from 402 business-to-business salespeople.

As discrete foundational norms, distributive, procedural and interactional (interpersonal, informational) justice develop higher-order norms of relationalism, which then reflect on increased commitment and reduced turnover intention of the salesforce. Among the justice norms, interpersonal justice has the strongest impact on relationalism.

The paper shows how each justice norm has a distinct impact in shaping relational norms, and that interpersonal justice has the highest impact. In addition, with enhanced relationalism salespeople become more committed and have lower turnover intentions. Future research could use a longitudinal study, present manager’s side in the model and measure and compare the impact of supervisor- versus organization-focused justice.

To enhance relationalism, and thus in turn increase commitment and decrease turnover intention of salesforce, sales managers should pay attention to the salespeople’s perceptions of justice norms (distributive, procedural, informational and interpersonal justice), especially interpersonal justice, as it has the highest impact on relationalism. The specific ways to enhance justice perceptions are discussed.

This paper is the first to show how each justice norm is unique in its importance to shape the relationship between sales manager and salespeople in a way that increases the quality of relational norms, governing the relational process into a highly committed one. It also shows that among the four justice norms, interactional justice has the highest impact on relationalism. In addition, this is the first study to show that relationalism decreases turnover intention of salespeople.

The current study integrates self-enhancement and social exchange theories to construct hypotheses in which team-level narcissism is expected to negatively influence team-level task performance ratings and team-level organizational citizenship behaviors directed at team members (OCB-Is). Additionally, individual-level narcissism is expected to negatively influence peer performance ratings. Based on longitudinal data collected from 89 study participants constituting 29 project teams, results indicate (a) team-level narcissism influences task performance, (b) team-level narcissism influences changes in OCB-Is over time, and (c) individual-level narcissism influences peer performance ratings. Our findings suggest the necessity for practitioners to consider individual differences in the strategic formation of work groups.

Through the media it is clear that the number of people who are openly identifying as transgender is growing. Some of those people who are identified as transgender are adults but many times they are younger and sometimes young children (under the age of eight). As young children are sharing with family and school personnel that their gender and the assigned gender at birth are not an exact match, families and school personnel need the tools to support these children. Since most teacher training programs do not currently have preparation in working with children who are transgender or gender fluid, it is up to teachers and administrators to seek out materials and resources until such time as teacher preparation programs include this in the curriculum. In this chapter, the author shares basic terminology, ideas about changing curriculum, language, and environment in early childhood settings to help welcome young children who are transgender or gender fluid into these spaces. In addition, possible questions children and adults may ask are included along with resources and books about people who are transgender that are age appropriate for early childhood settings.

Although graphic-based emoticons in mobile instant messenger (MIM) services became an important revenue source for their service provider, empirical research investigating factors influencing graphic-based emoticon purchase from the consumer's perspective is insufficient. The authors explore how user's achieved belongingness (acceptance or rejection) affects graphic based emoticon usage motivations and its purchase intentions.

A structural model is used to examine the relationship among individual's overall achieved belongingness, motivation factors of graphic-based emoticon usage in MIM such as perceived usefulness, perceived enjoyment, perceived enjoyment for others, social norm and emoticon purchase intentions. The authors collected and analyzed survey data of 279 Korean KakaoTalk users.

The analysis shows that perceived acceptance/inclusion positively impacts perceived usefulness, enjoyment and enjoyment of others in graphic-based emoticon usage. Meanwhile, perceived rejection/exclusion positively impacts perceived enjoyment and enjoyment of others but negatively influences perceived social norms. Moreover, social norms and perceived enjoyment directly affect graphic-based emoticon purchase intentions. The authors also find that perceived enjoyment of others and perceived social norms in a serial causal order mediate the relationship between perceived acceptance/inclusion (and rejection/exclusion) and emoticon purchase intentions.

Additional research including users from other demographic groups, such as other age groups, is required to generalize our findings and to increase external validity.

Unique implications related to the role of user's achieved belongingness and perceived enjoyment of others in graphic-based emoticon usage in purchase intentions are found.

The peer review history for this article is available at: https://publons.com/publon/ 10.1108/OIR-02-2020-0036

The purpose of this paper is to describe a theory-driven intervention called VOICES that was developed to improve police-community relations. The intervention was designed based on principles derived from social psychological theories of intergroup contact and communication.

The authors discuss the theoretical basis for the intervention, as well as its development and implementation in the Santa Barbara Police Department. Based on this pilot testing, the authors provide preliminary evidence about its effectiveness using survey responses and qualitative feedback provided by participants.

Although the case study method used here does not allow for causal inferences about the effectiveness of the intervention, the limited evidence the authors present does suggest that participants found VOICES useful and it may have improved their perceptions of police. The next step will be to test this intervention using experimental or quasi-experimental methods that allow for causal inferences about effectiveness.

The paper shows how police can develop theory-driven interventions in an effort to improve trust between police and the public, including communities in which relationships with police have been historically strained. It also underscores how insights from the study of intergroup contact and communication can benefit policing.

With the high penetration rate of the Internet and the prevalence of social networking sites (SNSs), the negative emotions caused by stressors on SNS have become an important issue worthy of attention. This study explored the relationship between SNS stressors, negative emotions and prosocial behavior, by employing negative emotions as the mediation role and social support as the moderator.

The samples of this study were Facebook users who have used it constantly in the past six months. An online survey was conducted, from which 547 responses were completed, and 525 were valid, for an effective recovery ratio of 95.98%.

Employing the structural equation model (SEM), the findings show that five paths were supported with a good fit. Negative emotions (anxiety and loneliness) have a moderating effect.

This study contributes to the literature by factors divided by negative emotions of anxiety and loneliness from SNS stressors’ perspectives. In addition, this study provides additional support the moderating effect of social support of anxiety on prosocial behavior.

This paper aims to present the results of an empirical study identifying desktop managers who spend all of their time engaged with the computer and the effects this has on organizations.

A survey was administered to 30 organizations in a southwestern US state to determine the presence of desktop managers.

The paper finds that desktop managers in an organization negatively impacted job satisfaction, organizational commitment, organizational citizenship, and the zest and vitality of subordinates.

Only employees from 30 organizations were surveyed, and all were located in a specific geographic area of the USA.

The negative impact of desktop managers on organizational members points to a disturbing trend, that knowledge workers are not having their interactive communication needs with managers met.

The original scale developed for the study shows promise in identifying the presence of desktop managers in organizations.

Functional assessment-based interventions are a tertiary support that have been incorporated in many three-tiered models of prevention to support students who do not respond to more global prevention efforts. Although endorsed by host of reputable organizations (e.g., National Association of School Psychologists) and mandated in Individuals with Disabilities Education Act (IDEA, 1997, 2004), concerns have been raised that this mandate may not be warranted if functional assessment-based interventions do not meet minimum criteria to establish this as an evidence-based practice. One issue contributing to this concern is variability in the functional assessment process. John Umbreit and colleagues (2007) have attempted to address this concern by introducing a systematic approach that includes (a) a Function Matrix to analyze functional assessment data and identify the hypothesized function(s) of the target behavior and (b) a Function-Based Intervention Decision Model to guide intervention planning. In this chapter, we applied the core quality indicators for single-case research developed by Horner, Carr, Halle, McGee, Odom, and Wolery (2005) to studies conducted using this practice to determine the extent to which this systematic approach to functional assessment-based interventions met the standards for evidence-based practices for use in educational settings across the K-12 continuum for students with or at-risk for high incidence disabilities. If this practice is deemed to meet criteria, then this systematic approach may be particularly useful in meeting the mandate established in IDEA. Results suggest that it may be appropriate to establish this systematic method as a promising practice.

The purpose of this study is to examine how athletic fundraising managers perceive status and seek to use status to identify, prioritize and manage stakeholders within college athletics.

To test this purpose, the researchers use the Gioia methodology to interview 19 college athletic department fundraising officers within National Collegiate Athletics Association (NCAA) institutions. Following interviews, the data were analyzed by the researchers and structured within a first-order and second-order concept designation.

Interviews show that status is an effective concept for explaining how athletic fundraisers identify and prioritize donors. Officers relied on economic (capacity) and social (passion and interest) factors to rank order donors. The results also show that athletic departments use status to manage stakeholders by rewarding their giving and escalating their commitment. Status is used in four strategies to manage the donor hierarchy: benefits, recognition, membership and access. Each strategy highlighted exclusivity and rank order.

There is a need to empirically test the application of status within the stakeholder theory context. These findings also contribute to the evolution of stakeholder management beyond the use of social identity theory or stakeholder salience. It helps our understanding of the evolving relationship between fundraiser and donor by recognizing the importance of capacity, passion and interests when identifying and prioritizing donors. Further, status-markers such as exclusive benefits, recognition, membership and access can be used to manage donors toward the organization's goals.