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How has the COVID-19 pandemic affected employee satisfaction in Tourism and Hospitality industries? This paper uses a topic modelling approach to explore the pandemic effects utilizing a large sample (N = 733,746) of employee-generated online reviews. Comparing online employee feedback during the pandemic to the pre-pandemic period, the study indicates a shift in topics discussed, suggesting changes in employee satisfaction drivers. During the pandemic, there was a noticeable increase in positive discussions regarding work stress, customer behaviour, and managerial practices. Work-life balance and management behaviour were found to be more closely linked to increased dissatisfaction, whereas employee treatment, working environment, and company culture were associated with higher satisfaction levels. The present study contributes to the understanding of employee satisfaction in tourism and hospitality services as the first to measure the impact of COVID-19 by harnessing the power of online employee user-generated content providing practical implications for theory and employee practice. [ABSTRACT FROM AUTHOR]

This study explores the impact of work-life balance and organizational culture on employee engagement within an organization. As companies navigate the global market, human resources play a critical role in determining performance and competitive advantage. Organizational culture serves as a guiding framework that shapes employee behavior, while work-life balance directly influences employee well-being and productivity. Using a Systematic Literature Review (SLR) methodology, the study synthesizes findings from peer-reviewed publications indexed in Sinta, focusing on the relationships between these variables. The results indicate that both work-life balance and organizational culture significantly contribute to higher levels of employee engagement, enhancing motivation, commitment, and organizational performance. Employees in environments that prioritize work-life balance and foster open, participatory cultures tend to be more productive and loyal, reducing turnover rates. This research highlights the importance of creating policies that support a healthy work-life balance and positive work culture to improve employee engagement. Future research could examine these variables longitudinally, consider industry-specific dynamics, and incorporate qualitative methods for deeper insights. [ABSTRACT FROM AUTHOR]

Mistakes in professional contexts are always made and everywhere. If we manage to learn from our mistakes in our libraries and in other organisations, we will be able to optimise working processes in the long term. Then, we can enhance the quality of our service and we will work more innovatively. In this way, we increase the unique selling point of our library in the competition with digital offers and services and are perceived more strongly as a competent service partner by our users. This article deals with the improvement of the error culture in libraries. [ABSTRACT FROM AUTHOR]

The author is a nurse executive who shares insights into why company leaders must change their mindset in how they build the next-generation nursing workforce culture. Despite the national nursing shortage crisis, nurses continue to be the most trusted profession for the 22nd consecutive year in a row. Technology advancements, generational paradigm shifts, global and domestic business transformations, diversity, equity, inclusion, and employee well-being are trends that have directly impacted the need for these changes. We know that it is not just about recruiting but also about creating a culture where the ambitions, aspirations, and perspectives of the nursing workforce are honored. There are key company strategies that matter to creating a next-generation workforce culture and are transferable to health care. Leaders must think differently about the culture they have to build in order to attract and retain the next-generational nursing and clinical workforce. [ABSTRACT FROM AUTHOR]

This research shows when, why, and how a research bias during the product development process can lead to increased or decreased likelihood of investing in inclusive product design. Inclusive product design enables consumers who hold commonly overlooked identities such as people of color, people with disabilities, and older adults to realize the benefits of a product. However, there is a mismatch between the spending power of overlooked consumers and the dearth of products for which companies have invested in inclusive product design. This paper develops an analytical model to examine how company culture and bias in the research process influence the investment in inclusive product design and the product's expected profitability. Interestingly, the results show that under specific company cultures, a research bias against finding the need for inclusive product design can actually increase the probability of investment in inclusive product design, relative to when there is no research bias. The results of the model define the conditions for when each direction of research bias (in favor or against) can lead to more investment or less investment in inclusive product design. The findings have implications for companies that are able to influence the research bias or the company culture in which the researcher works. History: Anthony Dukes served as the senior editor for this article. Supplemental Material: The e-companion is available at https://doi.org/10.1287/mksc.2023.1438. [ABSTRACT FROM AUTHOR]

There is no learning without mistakes. However, there is a clash between 'positive attitudes and beliefs' regarding learning processes and the 'negative attitudes and beliefs' toward these being accompanied by mistakes. This clash exposes a cognitive bias toward mistakes that might block personal and organizational learning. This study presents an advanced measurement method to assess the bias of mistakes. The essence of it is the detection of the existing contradictions between attitude and behavior toward mistakes at the personal and organizational levels, as well as combined. This study is based on empirical evidence from a sample of 768 knowledge workers, divided into biased and non-biased subsamples following the procedure proposed in this paper. Those subsamples were next applied to the structural model, examining knowledge, learning, and collaboration cultures (the KLC approach) 's influence on organizational intelligence to validate the proposed method. Results showed that the applied method efficiently detects the DBM and exposes that in doubly mistakes-biased knowledge-driven organizations, the influence of knowledge culture on the mistakes acceptance component of learning culture is negative. So, organizations with a dominated double bias of mistakes do not accept the affirmation of learning from mistakes. Summing up, this study constitutes the Double Bias of Mistakes Theory, which states that the clash between positive attitudes and beliefs regarding learning processes and negative attitudes and beliefs toward mistakes exposed by focusing on control managers (bosses) might block organizational learning from mistakes and, as a consequence, negatively affect organizational intelligence. Without the empirical support for this theory, there was a risk that the idea of accepting mistakes as a potential source of learning would be simplified by biased minds to mistakes tolerance and rejected as ridiculous. Accepting that mistakes can be a source of precious learning does not equal mistake tolerance. On the contrary, it is the first step to managing mistakes and creating efficient error avoidance systems thanks to lessons learned from failures. This study introduces the method of measurement and detection of the Double Bias of Mistakes phenomenon, contributing to the science of organizational learning and collective intelligence-building. [ABSTRACT FROM AUTHOR]

Workplace wellness programs have the potential to help improve employee well-being and manage the growing costs associated with poor employee health. Low participation rates stunt the benefits to employee health and limit organizations from maximizing their return on investment. Understanding what influences participation is key to developing effective programs. This research explores the complexity of influencers by blending key concepts of the social–ecologic model and the Fogg Behavioral Model. Ninety-one full-time U.S. employees participated and completed a brief online survey. Key measures included participation in workplace wellness programs, perceived workplace support for health, employee motivation to participate, and employee ability to participate. Perceived support for health was positively correlated with all variables examined. These study findings expand on the current literature to help researchers and practitioners better understand the pathways in which culture of health relates to participation in workplace wellness programs by including the potential moderating effects of motivation, ability, and total number of workplace wellness programs.

Workplace wellness programs have the potential to help improve employee well-being and manage the growing costs associated with poor employee health. Low participation rates stunt the benefits to employee health and limit organizations from maximizing their return on investment. Understanding what influences participation is key to developing effective programs. This research explores the complexity of influencers by blending key concepts of the social–ecologic model and the Fogg Behavioral Model. Ninety-one full-time U.S. employees participated and completed a brief online survey. Key measures included participation in workplace wellness programs, perceived workplace support for health, employee motivation to participate, and employee ability to participate. Perceived support for health was positively correlated with all variables examined. These study findings expand on the current literature to help researchers and practitioners better understand the pathways in which culture of health relates to participation in workplace wellness programs by including the potential moderating effects of motivation, ability, and total number of workplace wellness programs. [ABSTRACT FROM AUTHOR]

Basically, performance is an individual thing because each individual will have a different level of performance according to the values that apply to each individual. The more aspects of work that are in accordance with individual wishes, the higher the level of performance. This study aims to analyze the effect of corporate culture, employee competence, on employee performance with organizational commitment as a mediating variable. The subjects of this study were BXXXS Bank employees in the Risk Management unit, with a population of 50 people. The data collection technique uses a questionnaire instrument with a Likert scale measurement. Data were analyzed using SmartPLS software version 3.3.7. The results of this study indicate that corporate culture has an effect on employee performance variables, corporate culture has no effect on work commitment variables, employee competencies have an effect on employee performance variables, employee competencies have had an effect on corporate culture variables have no effect on employee performance through work commitment and employee competence has no effect on employee performance through work commitment. [ABSTRACT FROM AUTHOR]

It is well-known that communication can be both unifying and divisive. The paper is designed with three purposes in mind. First, it takes us through the most frequent obstacles to effective communication which are likely to affect interpersonal and intercultural business relationships. Second, it aims to describe the array of barriers which have a delaying and distorting effect on communication. Third, it analyzes ways of refining our communication skills in order to become more flexible in unblocking miscommunication. The results emphasize that power talkers should use certain strategies to make their points of view more emphatic and increase their flexibility through strong/positive language and opinions.

The disease COVID-19 has had an impact on the lives of all people in the world. It also had a great impact on the world economies themselves. There are several scientific publications on the impact of the COVID-19 disease on the work performance of employees, while researchers have focused on less traditional factors such as corporate culture, leadership, or work engagement as well. Corporate culture influences the shared values or behavior of employees at the workplace and creates an environment in which employees work. Through leadership, managers should be able to motivate their employees and thereby ensure their better work performance. It can be assumed that if employees are more engaged, their work performance will be higher. The main goal of the paper is to examine whether corporate culture has an impact on the work performance of employees through the mediators of leadership and work engagement. The data necessary for the goal set in this way were obtained through a questionnaire survey, which was attended by 489 respondents during the year 2022. After the data reliability analysis, by using serial mediation with two mediators, the influence of corporate culture on work performance was verified independently, but also through the mediators of leadership and work engagement. Based on the results, it can be claimed that individual factors have a significant impact on work performance, while the influence of corporate culture mediated by leadership and work engagement was also confirmed. The influence of corporate culture, mediated only by leadership, and the independent influence of corporate culture through work engagement on work performance were also confirmed. [ABSTRACT FROM AUTHOR]

The disease COVID-19 has had an impact on the lives of all people in the world. It also had a great impact on the world economies themselves. There are several scientific publications on the impact of the COVID-19 disease on the work performance of employees, while researchers have focused on less traditional factors such as corporate culture, leadership, or work engagement as well. Corporate culture influences the shared values or behavior of employees at the workplace and creates an environment in which employees work. Through leadership, managers should be able to motivate their employees and thereby ensure their better work performance. It can be assumed that if employees are more engaged, their work performance will be higher. The main goal of the paper is to examine whether corporate culture has an impact on the work performance of employees through the mediators of leadership and work engagement. The data necessary for the goal set in this way were obtained through a questionnaire survey, which was attended by 489 respondents during the year 2022. After the data reliability analysis, by using serial mediation with two mediators, the influence of corporate culture on work performance was verified independently, but also through the mediators of leadership and work engagement. Based on the results, it can be claimed that individual factors have a significant impact on work performance, while the influence of corporate culture mediated by leadership and work engagement was also confirmed. The influence of corporate culture, mediated only by leadership, and the independent influence of corporate culture through work engagement on work performance were also confirmed.

This study investigated the potential impact of upcoming technologies on the business model of temporary agencies, as well as the required organisational changes to effectively digitalise. Although this research does not focus on temporary agencies in hospitality specifically, the outcomes underline previous research undertaken by others on the future of hospitality jobs, in which for example artificial intelligence-driven technology is identified as a disruptor in the labour market. For this research, semi-structured interviews were conducted with industry experts and digitalisation experts. The main findings of this study are that technologies like artificial intelligence (AI), the Internet of Things and blockchain will have a large impact on temporary agencies – mostly on back-office processes, which will be made more efficient and less labour intensive. To effectively digitalise, cultural elements are of importance, such as a strong customer centricity and well-defined change management trajectories. Additionally, C-level executives (e.g. CEO, CFO, COO, etc.) diversity, digital savvy and willingness to invest are key elements. The positive effects of digitalisation should be clearly communicated: it will make work more fun, easier, and it will free up time to spend on human contact and teamwork. The key to success is adopting the opportunities that digitalisation brings, but making a difference by building true human connections.

Abstract Background The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders’ views and experiences regarding interfaces between OHM and CSR in German companies. Methods Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n = 35), business partners (n = 19), and various non-business partners (n = 23). Transcripts were analysed using qualitative content analysis. Results Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a critical cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies’ philosophies that already connect OHM and CSR not being embraced by employees and managers. Conclusions There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches is set up in a socially sustainable and ethical manner.

In the context of leadership evaluation and toxic personalities, much extant literature serves to review the characteristics and traits associated with toxic leadership. However, few studies explore the conducive conditions supporting these individuals; and still fewer studies provide insight in how leadership and others may be empowered to overcome and restore trust and organizational culture and to support employee retention. This qualitative phenomenological study considers the lived experiences of a varied cross-section of fourteen people-leaders who have worked for or alongside toxic leaders, and presents practices towards culture recovery and employee retention. Further presented is an integrative framework tool to assist in these culture recovery and associate retention efforts. This study reviews the toxic leadership actions and consequences, the follower observations and contributions, and the organizational factors found in these circumstances with the central question: What are the influencers that affect associate retention where a toxic leader has existed, and what steps can organizations proactively act upon to positively influence associate retention? [ABSTRACT FROM AUTHOR]

Research background: Nowadays, corporate culture has become a strategic priority for companies. It is an important part of business, as it indicates the overall trend in employee behavior and work relations. At the same time, corporate culture helps employees understand the company, identify with the company's goals, and become part of the company. In addition, corporate culture affects work performance or the type of leadership used by company managers. Purpose of the article: The main aim of our research is to find out whether corporate culture affects the work performance of employees and, at the same time, corporate culture influences employee work performance through leadership. Methods: The reliability of the data was examined through reliability analysis. Subsequently, four hypotheses were confirmed. A mediation model was used to confirm the hypotheses. A mediation model is presented in statistics as a mechanism or process that tries to explain, name, or describe the observed relationship between an independent and a dependent variable through the inclusion of a third explanatory variable. Findings & Value added: Based on the reliability analysis, we have shown that the data is reliable. Using the mediation model, we proved the truth of all four hypotheses. This was proven based on the p value and the lower and upper confidence interval results. All investigated factors were significant at the a 0.05 significance level. Therefore, it can be concluded that corporate culture has an impact on leadership. Corporate culture has an impact on the work performance of employees. Leadership has an impact on the work performance of employees. Leadership mediates the impact of corporate culture on employee performance. [ABSTRACT FROM AUTHOR]

It is well-known that communication can be both unifying and divisive. The paper is designed with three purposes in mind. First, it takes us through the most frequent obstacles to effective communication which are likely to affect interpersonal and intercultural business relationships. Second, it aims to describe the array of barriers which have a delaying and distorting effect on communication. Third, it analyzes ways of refining our communication skills in order to become more flexible in unblocking miscommunication. The results emphasize that power talkers should use certain strategies to make their points of view more emphatic and increase their flexibility through strong/positive language and opinions. [ABSTRACT FROM AUTHOR]

This paper is concerned with communication and culture-forming elements within companies. The purpose of this paper is to report on the study that was conducted in order to decide whether culture-forming elements of company culture in the Slovak business context have a considerable impact on job satisfaction of the employees. The most crucial concepts of this paper are the culture-forming elements and the term job satisfaction. The role of language and culture is closely explained in relation to these core concepts. This paper also draws attention to intercultural communication, company culture, job satisfaction and it maps current situation within the field emphasising the strong influence of the American tradition of the corporate culture. It examines mutual influence of the values on the national and organizational levels. Findings are set forth based on the case-based study analysis of company culture enhanced with a data-driven approach. This in-depth analysis of company culture serves as a sample confirming the interrelationship between the culture-forming elements and job satisfaction and it explores tendencies and strategies such as taking control of fluctuation and job performance. Besides, a unique linking between the language element and other elements such as vision has been recognized. These insights exemplify strong dependence on the culture-forming elements and job satisfaction. The findings reported in this paper refer to the differences in the perception of culture-forming elements and it also examines the origin of various company-culture elements comparing trends to American corporate culture. This paper addresses the formation of company culture in terms of knowledge from Communication studies, Cultural studies, Intercultural Communication and Sociolinguistics and recommends transferring knowledge from these fields into practical applications. Insights highlighted in this paper can help professionals from Human resources and Communication departments when forming and re-building attractive company cultures strengthening employee job satisfaction whereby it highlights a need for interdisciplinary cooperation in order to transfer the knowledge from these scientific fields into practical application and let modern society benefit from the contemporary findings from Humanities. Based on this cultural research, this paper does not only offer recommendations for the selected company, but it brings contributions in terms of company culture. The outcome of this thesis contributes highly to the best practices shared within business studies and provides the east innovation efforts in Slovakia with ways to empower their company cultures and so to motivate their employees and it is believed that application is not bound only to Slovak business context. [ABSTRACT FROM AUTHOR]

In this study we explored the challenges involved in Lean Transformation and implementation in the manufacturing sector. Using survey data from 50 North American manufacturing organizations, we examined the challenges involved in implementing and sustaining Lean Manufacturing (LM) principles and practices in production processes. The fuzzy analytic hierarchy process (FAHP) and the fuzzy analytic network process (FANP) were used to rank the considerable challenges observed in these organizations. We concluded that the need for a change in organizational culture was the major barrier to Lean implementation. It is challenging to sustain Lean without a culture shift and a clear direction set by the organization's leadership team. The originality of the paper relates to prioritizing the cultural aspects of organizations as a major barrier to LM implementation. Other challenges encountered during Lean implementation in the manufacturing industries were related to management support, technical knowledge, and employee resistance to change. Early identification of these challenges enables companies to question their capabilities before implementing the Lean philosophy. In this study we used results obtained from 50 manufacturing companies in North America, representing a subset of manufacturing organizations. As a result, it must be interpreted based on the data acquisition method and the study's sample size. [ABSTRACT FROM AUTHOR]

This article explores the level of preparedness of front office (FO) employees to recognise and react to human trafficking (HT). The information used for this research was based on relevant literature related to the subject. Also, data for this study were collected by conducting semi-structured interviews with eight respondents working for hotels (international hotel groups) in the area of Amsterdam in the FO department. The interviews were transcribed and coded for further analysis. Considering the results, the respondents suggested that a supportive company culture and open communication seemed to be related to their “freedom to act”. The HT prevention policy seems to be adequately implemented, and training is provided. Nevertheless, respondents have identified additional needs related to refresher training and its contents. Lastly, respondents stated they were unaware of the availability of a HT checklist. They have obtained knowledge of HT signs through training and feel they are, up to a certain level point, able to recognise a victim.

This study investigated the potential impact of upcoming technologies on the business model of temporary agencies, as well as the required organisational changes to effectively digitalise. Although this research does not focus on temporary agencies in hospitality specifically, the outcomes underline previous research undertaken by others on the future of hospitality jobs, in which for example artificial intelligence-driven technology is identified as a disruptor in the labour market. For this research, semi-structured interviews were conducted with industry experts and digitalisation experts. The main findings of this study are that technologies like artificial intelligence (AI), the Internet of Things and blockchain will have a large impact on temporary agencies – mostly on back-office processes, which will be made more efficient and less labour intensive. To effectively digitalise, cultural elements are of importance, such as a strong customer centricity and well-defined change management trajectories. Additionally, C-level executives (e.g. CEO, CFO, COO, etc.) diversity, digital savvy and willingness to invest are key elements. The positive effects of digitalisation should be clearly communicated: it will make work more fun, easier, and it will free up time to spend on human contact and teamwork. The key to success is adopting the opportunities that digitalisation brings, but making a difference by building true human connections. [ABSTRACT FROM AUTHOR]

This article is devoted to the process of staff turnover in general and in the manufacturing industry (including metallurgy and chemical industry in particular). Statistics for the last years for this process in Bulgaria are presented and the current trends are taken into account. Different authors' views on the most important aspects of the staff turnover process are considered. Approaches are expressed, how with the help of the company culture, the process can be managed. [ABSTRACT FROM AUTHOR]

This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.

Although research has begun to establish the benefits of implementing disability inclusion initiatives within companies, there is relatively limited research examining the impact of applied diversity management practices in the employment of PWDs. This study explores the disability initiatives of an exemplar midwestern company through an in-depth case study. An inductive, qualitative design was utilized to identify themes from interviews with multiple employees. Interviews were examined to understand how the company's social mission and corporate identity impacted productivity and perceptions. Results suggest that employees are drawn to the company by their social justice mission in hiring and creating meaningful employment for persons with disabilities. Moreover, the fact that the company sees this mission as a central part of its organizational identity rather than as an ancillary initiative motivates employees. Findings indicate that centering a commitment to hire and support persons with disabilities within the organizational identity, forming partnerships within the community, and connecting employees with a sense of meaning in their work generates greater productivity, engagement, and commitment from employees. [ABSTRACT FROM AUTHOR]

Background: The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders' views and experiences regarding interfaces between OHM and CSR in German companies.Methods: Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n = 35), business partners (n = 19), and various non-business partners (n = 23). Transcripts were analysed using qualitative content analysis.Results: Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a critical cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies' philosophies that already connect OHM and CSR not being embraced by employees and managers.Conclusions: There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches is set up in a socially sustainable and ethical manner. [ABSTRACT FROM AUTHOR]

Cross-sector collaboration is emphasized as a means for forest sector companies to remain competitive in a global marketplace that is evolving toward greater use of bio-based products (bioeconomy). Nevertheless, questions remain regarding how companies can identify and develop innovations via cross-sector collaboration. This study addresses the potential of Oregon forest sector companies to collaborate with other sectors. Results show interest in collaboration among leaders of Oregon companies, given expectations of knowledge acquisition, increased capacity for innovation, and enhanced profitability. However, leaders describe a hesitancy within their companies as well as a host of changes that must take place before collaboration is likely. Suggestions include generational changes of leadership, more specialized employees, and building trust with potential partners. A traditional, conservative industry/company culture was the key barrier to collaboration. Despite opportunities promised by cross-sector collaboration, considerable development within companies is likely needed before cross-sector collaboration opportunities can be capitalized on. [ABSTRACT FROM AUTHOR]

Knowing where to find inside information can mean the difference between getting a job from a suitable company or following the wrong direction and wasting precious time, happiness or health in the wrong job and job environment. This article investigates the influence of electronic online word of mouth in the form of job reviews during the process of changing jobs and finding the right job. Job review sites are becoming more and more popular in the process of job search. While the professional world has already started to acknowledge job review sites as useful tools in the process of job search, so far, the academic scene has not paid much attention to this dynamic. The intention of this article is to change this. Based on a literature review, this article shows that job review sites already play a central and valuable role in job change processes by giving inside information through employees who already have experience with employers.

This article explores the level of preparedness of front office (FO) employees to recognise and react to human trafficking (HT). The information used for this research was based on relevant literature related to the subject. Also, data for this study were collected by conducting semi-structured interviews with eight respondents working for hotels (international hotel groups) in the area of Amsterdam in the FO department. The interviews were transcribed and coded for further analysis. Considering the results, the respondents suggested that a supportive company culture and open communication seemed to be related to their "freedom to act". The HT prevention policy seems to be adequately implemented, and training is provided. Nevertheless, respondents have identified additional needs related to refresher training and its contents. Lastly, respondents stated they were unaware of the availability of a HT checklist. They have obtained knowledge of HT signs through training and feel they are, up to a certain level point, able to recognise a victim. [ABSTRACT FROM AUTHOR]

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Company culture is a set of values, beliefs and actions. Successful organizations shape their corporate culture by analogy with product development and brand building, careful consideration of the overall concept and details. The culture of the organization must be managed - tailored to its goals and market specificity. Company culture research is a key step in addressing issues related to organizational development and staff behavior. The management strives to provide good working conditions for its employees, to meet their dreams and expectations, to create in them a sense of security and satisfaction in order to realize their plans. What is the behavior of staff during a crisis and how to motivate themselves to become involved - this depends on the level of corporate culture that is being established. [ABSTRACT FROM AUTHOR]

The literature suggests many different variables that may explain rule violations by companies. These can be categorized into variables at the industry level, such as the degree of rule violations, at the company level, such as the organizational culture, and at the individual level, such as personal or social norms. From the Dutch Tax Administration's (2009) registration data, industries were selected with relatively low and relatively high tax correction rates. Within these industries, small and medium-sized enterprises (SMEs) with 20–150 employees were selected that either had received no (or negative) corrections or had received large positive corrections, resulting in a population of 1558 companies. In 194 of these SMEs, both the director and an employee were interviewed about violations of administrative, environmental and tax obligations, about their personal motives and about the ethical organizational culture. The results of the study show that all three levels of variables explain intentions to comply or to violate the rules. Ethical culture contributes to explaining the compliance intentions of both directors and employees. However, in contrast to previous research, about half of the SMEs cannot be characterized by a coherent ethical culture. [ABSTRACT FROM AUTHOR]

Business ethics have a considerable part to play in pursuit of the Zimbabwe Agenda for Sustainable Socio-Economic Transformation (ZIM ASSET) success. With hindsight one notices that past debates focused exclusively on governance processes and procedures while paying little attention to what might be the right way to do business. This, in turn, led to the tightening of regulations in various sectors rather than considering ethical and behavioral issues. The objectives of this paper are to diagnose ethical aspects of corporate governance policy debates and frameworks and how behaviors are becoming part of the corporate governance agenda in response to the crisis of trust in business. The methodology was entirely desktop research coupled with an email survey, targeting corporate directors among some influential organizations. This made the research very effective, quite quick and cheap with most of the basic information easily fetched. The research is quite significant in terms of the development of governance and its impact on the implementation of the ZimAsset agenda. The literature clearly demonstrates and emphasizes the importance of company culture in effective governance. It also notes that corporate governance measures have typically been driven by what makes financial sense and business efficacy whereas a focus on behavioral issues is widely considered to be a key element of serious board evaluation and that the role of culture and ethical principles in cementing effective governance is gaining credence. The findings and conclusions are that in order to foster trust and demonstrate respect, companies must account for their actions. There is an ethical issue in that fairness and honesty are typically absent when there is a conflict of interest. Transparency and disclosure are ethical issues for boards as they seek to meet stakeholder's expectations. This justifies why the government asserts in chapter one of the Zim Asset document that "Additionally, a National Corporate Governance Framework will be launched and implemented resulting in the re-invention of Government and private sector business to be more citizen-friendly". [ABSTRACT FROM AUTHOR]

Current studies on employee substance use suggest that external and internal factors explain employee substance use behavior. However, most studies fail to account for the possible relational dynamics between mental processes and the work environment. To address this gap, we conducted a study among work organizations in the Philippines to explore employee substance use using a social cognitive approach. Structural equation modeling (SEM) revealed that employee attitudes relating to drinking, smoking, and/or illicit drug use mediate the relationship between company culture and employee substance use, with the former influenced by other elements of the work environment. Implications to work organizations and human resource management practice are discussed. [ABSTRACT FROM AUTHOR]

The people are the company. This study aims to examine the structure of relationships between company culture, performance, corporate social responsibility (CSR), and reputation, as seen from the employee's perspective, to determine which company culture factors most influence CSR practice and, as a result, sustain a company's development and improve its performance. To accomplish this goal, we conducted a survey among employees of Polish construction companies regarding CSR practices in their organizations. We applied a structural equation model based on 539 individual cases. For a better understanding of the employee's perception of CSR practice, the model included control variables such as company size and position in the company. Our findings suggest that company reputation is a strong mediator of the CSR practice and company performance relationship, and the cultural dimension of long‐term orientation has the greatest influence on CSR practice. The study advances the knowledge on the subject using a microlevel approach to stakeholders' engagement in CSR by exploring the personalized employee‐centric view of organizational culture, CSR practice, and company reputation to sustain a company's development and improve its performance. [ABSTRACT FROM AUTHOR]

A Web-based survey of 15 German companies with an international profile studied the main factors effectively preventing corruption. Results showed that the most important preventive factors were a company culture that promotes integrity, along with strong knowledge of norms and a high level of acceptance of the company anti-corruption programme. Using the example of Russia and China, the survey also studied how far German parent companies succeed in exporting their company cultures and prevention measures to foreign branches. Results showed that hierarchic-elitist cultures increase the susceptibility to corruption and impede the preventive effect of single anti-corruption measures. [ABSTRACT FROM AUTHOR]

There is a common agreement that innovation is driven by the people that form the heart of any company's innovation activity. Still, people perform innovation in a special institutional environment characterized by rules and regulations that might support or impede innovation. The open innovation paradigm expects companies to engage in external relationships for innovation; however companies often neglect the actual internal openness of employees, which is an absolute must before partnering with external partners. The article finds that company innovation culture comes in five main forms: closed innovation (driven by internal capabilities); doing, using, interacting (ad hoc processes, no link to knowledge providers); outsourcing innovation capabilities; extramural innovation, no matching internal culture/procedures and proactive innovation (match of internal and external openness). The empirical analysis shows that the closed innovation behavior is by far the most widespread among Russian companies whereas proactive innovation behavior remains an exception in the overall sample. [ABSTRACT FROM AUTHOR]

The management whereabouts of a teacher, in general, and that of an university professor more specifically, stand as an adaption tool for the ever-changing mentality and attitude towards work, authority and quality, which the liberal society based on freewill and competition is all about. Considering all of this, the society is in constant need of highly entrepreneurial, initiative-driven, healthy, team-working individuals who are also aware of the fact which clearly nominates professional knowledge or know-how against any amount of experience that one or many senior workers may have at any given time, setting aside the massive technological progress of our recent days. Many of these motivated young people will reach a leadership position at an age at which, ten years ago, would have been considered unimaginable; examples here already grow in numbers especially in the communication and IT fields. Physical education supports this complex growth of the young population and offers a remarkable opportunity for merging the professional evolution with the personal or private one.