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In the present article, we propose the concept of the HR function's relational activities and examine its influence on the firm's human capital resources (HCRs) and performance. Integrating insights from various streams of research in strategic human resource management (HRM) and strategic human capital, we develop a relational perspective of the HR function and propose the relational activities as the HR function's advisory and informative activities toward its internal stakeholders (i.e., line managers, employees, and senior managers) to help the stakeholders meet their goals and needs. In our framework, we theorize how the HR function's relational activities lead to superior firm performance by enhancing the firm's HCRs and identify the firm's strategic HR systems and human capital losses as factors that complement and necessitate the HR function's relational activities, respectively. Using a five‐wave, nationally representative panel dataset covering 1415 firm observations, we find robust support for our hypotheses: the HR function's relational activities were positively related to HCRs, which was more pronounced when coupled with high levels of strategic HR systems and human capital losses. The HCRs, in turn, transmitted the effects of the relational activities on the firm's subsequent operational and financial performance. Overall, these findings develop strategic HRM theory by contributing a more comprehensive conceptualization of the HR function's role in the strategic HRM process and by revealing its effects on firm performance along with key moderators. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this study was to gain an understanding of employers' attitudes to, knowledge about, and policies relating to employing someone with a spinal cord injury (SCI). Methods: Semi-structured interviews were conducted with nine employers located in Australia from a range of backgrounds and different sized businesses. The interviews were thematically analysed. Results: Three themes were identified: Organisational policies (sub-themes: Recruitment - inherent requirements of the role vs risk mitigation; Recruitment strategies and targets; Disclosure; Accommodations needed or offered); Barriers & facilitators (sub-themes: Lack of knowledge about SCI; Physical accessibility; Workplace culture); Personal attitudes (sub-themes: Personal attitudes don't align with organisational policy; Personal experiences informed understanding). Conclusions: Organisational policies and practices of the employers' organisations, and workplace culture impact the likelihood of someone with a SCI being employed, particularly in relation to recruitment, employment targets, and available accommodations. Individual staff attitudes and knowledge also influence this process. Multi-faceted approaches are needed to increase the employment of people with SCI. IMPLICATIONS FOR REHABILITATION: Barriers to employing someone with spinal cord injury (SCI) include lack of knowledge about SCI, and lack of knowledge about workplace laws Organisational policies and practices of organisations impact the likelihood of someone with an SCI being employed Individual staff attitudes influence employment of people with SCI Employers' knowledge about and confidence in employing people with SCI, is an important area to target interventions. [ABSTRACT FROM AUTHOR]

Liabilities of smallness, family relations, leadership style, and preferences are all reasons why owners of small and medium‐sized family enterprises (family SMEs) apply procedures to manage employees inconsistently. For family and non‐family employees of family SMEs, inconsistencies in human resource management (HRM) may be a source of frustration that hampers their performance and wellbeing. Using a sample of 713 respondents in 116 family SMEs, we examined how HRM consistency as a whole, and as three HRM bundles (ability, motivation, and opportunity) could enhance the perceived organizational justice of employees in family SMEs, and whether this differs for family and non‐family employees. We indeed found that HRM consistency is a condition for perceived organizational justice of employees and that this effect was more pronounced for non‐family employees than for family employees. We explain this difference by the distinct environment where the fairness heuristics of employees developed. Where non‐family employees develop their fairness heuristics only in the business sphere, family employees start to develop their fairness heuristics earlier on in the family sphere. We also found evidence that inconsistencies in the motivation‐enhancing HRM bundle were most susceptible to negative perceptions of organizational justice. [ABSTRACT FROM AUTHOR]

The main goal of this diversity audit is to evaluate Starbucks’ present diversity and inclusion programs for efficacy. This audit evaluates organizational policies, worker satisfaction, workforce inclusionary practices, and the results of diversity programs at two Starbucks locations. The audit uses a mixed-methods approach, combining the analysis of publicly available data and direct observational studies, in South Florida locations, to provide a comprehensive knowledge of Starbucks’ diversity policy. The findings demonstrate a noteworthy level of gender diversity and highlight areas in which minority representation in senior management roles needs to be strengthened. Creating employee resource groups, stepping up diversity training, using targeted recruitment techniques, and conducting frequent diversity audits to guarantee ongoing improvement are just a few of the recommendations. The paper provides actionable insights to help firms like Starbucks maintain a competitive edge in a diversified global market and enhance their inclusivity. The advancement of an inclusive culture that recognizes and benefits from diversity at all organizational levels depends on many measures that are tracked and improved consistently. By implementing practical suggestions, modern organizations can ensure that their diversity initiatives stay relevant and successful, upholding their standing as pioneers in corporate diversity programs. In addition to assisting Starbucks in navigating a challenging international market, a proactive commitment to diversity and inclusion will help create a more just society. In a culturally diverse work environment, a diversity audit is a crucial tool for corporations to assess and improve their workforce equity, accessibility to everyone, and inclusivity. By conducting a thorough review of existing policies, practices, and employee experiences, diversity audits help identify biases, barriers, and areas for growth before any costly lawsuits surface. This process enables companies to pinpoint disparities in hiring, promotion, and retention rates, as well as uncover hidden biases in decision-making processes. With audit findings, corporations can develop targeted strategies to foster a more inclusive culture, enhance employee engagement, and boost innovation. Ultimately, a diversity audit helps organizations ensure fairness, equity, and equal opportunities for all prospects and employees, thereby leading to increased productivity, better brand reputation, and a competitive advantage in both attracting and retaining diverse top talent for the firm.

In paradoxical situations, organizational actors face various demands that are contradictory and interdependent at the same time. While the current literature focuses on how organizational actors respond to these paradoxical demands, it does so in a depersonalized manner with little attention to the stakeholders behind these demands. Therefore, it fails to explain how organizational actors legitimize their responses to paradox to those stakeholders who bring up the paradoxical demands. Using a narrative sensemaking approach, we study how social entrepreneurs legitimize their efforts to respond to paradoxical stakeholder demands for both delivering and measuring social impact. We find that social entrepreneurs legitimize their responses to this paradoxical situation through a narrative mechanism of folding. Through folding, narrators construct legitimizing accounts by narratively producing temporary alignments with some stakeholder interests, while opposing others. Through the recurring and consistently inconsistent use of the narrative practices of embodying and positioning, narrators produce a legitimizing account that overall portrays their responses to paradox as balanced and non-biased. As our main contribution, we offer a model of folding as a narrative, interest-based mechanism that explains how organizational actors legitimize their efforts to navigate paradoxical situations by portraying themselves as attending to paradoxical demands through a temporary and fluid shift between momentary alignments and oppositions of stakeholder interests. [ABSTRACT FROM AUTHOR]

Most healthcare professionals agree on the "why" behind encouraging administrators to embrace Lifestyle Medicine as a means of treating chronic conditions and improving health. It is the "how" that often evades us. How do we build our business case to justify the sustained commitment to this approach to care? Each entity has unique obstacles and opportunities inherent in their business model and organizational culture. Attempts to position Lifestyle Medicine as a fundamental means for reshaping healthcare sometimes fall flat despite the value of the requests. Advance preparation including strategic planning and a well-designed approach can make the difference by addressing barriers and opening doors. Each business case will be unique, but there are critical elements that should be common to every strategic plan. We can identify foundational tactics to substantiate the need for integration of Lifestyle Medicine as a critical part of healthcare institutions and their financial plans. Given the momentum in Lifestyle Medicine as a discipline, recommendations can be based on successful practices in the development of business cases, program pilots, sustained budgets and outcomes that justify expansion. [ABSTRACT FROM AUTHOR]

This paper reviews literary sources by highlighting studies that explore various aspects of organizational culture in Montenegro, Serbia, North Macedonia, Croatia, Bosnia and Herzegovina and Slovenia. We have chosen this approach because these countries were once part of the Socialist Federative Republic of Yugoslavia, where similar understandings and value systems regarding organizational operations were long established. The value systems that emerged are undoubtedly a result of the transition processes that these countries underwent, shifting from socialist economic systems to market economies. In all the states that belonged to the unique area of the Socialist Federative Republic of Yugoslavia, a nearly identical understanding and long period of time established the same or similar business systems. After the collapse of the country and the formation of independent states, each country went through the same path of transition and found itself in an objectively difficult position. The transition manifested itself through economic transformation, primarily the affirmation of private property, followed by frequent minor economic changes, changes in regulations, political turmoil, crises, and disasters. Therefore, all of these factors had to impact the formation of attitudes, values and norms in the way employees think and behave. The formation of organizational cultures in their companies retained certain specificities that are the result of their national cultures. Research into organizational culture literature reveals that many authors approach the study of this phenomenon by focusing on its impact on organizational performance. The increased importance of theoretical research into organizational culture in different contexts, as demonstrated in this work, stems from the need to consider the management strategy structure within enterprises. Organizational culture influences nearly all aspects of business operations. It affects, to varying extents, key elements such as business strategy, organizational structure, performance style, and company change. It shapes the entire organizational framework, making it a critical factor in business success. The success of many companies has reinforced the belief that a strong organizational culture is crucial for achieving business success. According to this perspective, a strong organizational culture, characterized by a cohesive set of values, beliefs, and behavior patterns, leads to higher productivity and better goal achievement. This success is attributed not to financial capital or cheap labor but to the strength of the organizational culture. [ABSTRACT FROM AUTHOR]

The article discusses how the Medical Library Association (MLA) is adapting and navigating to changes and innovations. Topics discussed include the role of the board of directors in leading the direction of MLA, the strategies of MLA to grow the organization, address its financial challenges and achieve long-term sustainability, and its strategic goals from 2015 to 2024.

This introduction, and the special issue on 'Contesting social responsibilities of business: Experiences in context' it frames, addresses the neglected question of the experience of contestation in the terrain of the social responsibilities of business. It re-conceptualises the social responsibilities of business by advancing research grounded in a relational perspective, exploring and highlighting different forms of contestation of these social responsibilities, and centring the role of context by focusing especially on contestation in overlooked geographical settings and sites of marginalisation. Contextualising contestation in this way centres silenced and/or ignored voices, generates meaningful theory, and offers an innovative critical lens on business–society relations. [ABSTRACT FROM AUTHOR]

Corporate culture turns out to be especially important for companies during the wartime, when changes in the economic and social environment can be radical and rapid. Corporate culture determines the values, norms of behavior and ways in which employees respond to stressful situations that become critical in times of uncertainty and crisis. Culture fosters team cohesion by helping to counter internal conflicts and providing like-minded people in making important decisions for the company. A robust and supportive corporate culture can keep employees morale, motivated, and productive even in challenging environments. In addition, corporate culture influences the perception of the enterprise by external stakeholders, including customers, partners and investors, which can be of great importance in times of crisis. Corporate culture builds the image of the business, increases trust and helps to maintain positive relationships with stakeholders, which is important for maintaining stability and long-term success of the enterprise. The importance of corporate culture in the context of military conflicts and crisis management has been verified by the research of many scholars and researchers in the field of management and psychology of organizations. Research in the field of management and organizational behavior confirms that corporate culture can be transformed during crises and wars. For example, under the influence of stressful situations, the values and norms of the organization can be re-evaluated, the emphasis in communication and activities shifts depending on the circumstances. Such a transformation of corporate culture can reveal both positive and negative impact on the organization during crises and war. On the one hand, it can stimulate innovation, change of strategies and approaches to problems, which is important for the survival of an enterprise in difficult conditions. On the other hand, a change in corporate culture can generate internal conflicts, impair communication, and increase risks for the organization. Thus, management and control over the process of transformation of corporate culture is a key aspect of effective crisis management. However, this aspect requires further research and clarification of management strategies, since the impact of corporate culture during a crisis can be diverse and require specific approaches for each situation. Additional research will help unleash the potential of corporate culture in crisis management and develop effective strategies to ensure the stability and success of the organization even in the most difficult conditions.

The aim of the article is to determine the importance of taking into account the experience of adaptation of personnel from other countries for Ukrainian companies in order to successfully function both in the international market and in Ukraine. The study identified common features of onboarding programs in different countries of the world, such as an emphasis on corporate culture, diversity, professional development, work-life balance, teamwork and communication. The unique features of the processes of personnel adaptation, characteristic of individual countries and due to cultural, historical, religious, legal and social factors, are identified. The importance of taking into account the experience of adaptation of personnel from other countries for Ukrainian companies is substantiated in view of active integration into the international environment, attraction of foreign specialists and expansion of international cooperation. The characteristic features of the process of adaptation of personnel in Ukraine, arising from the cultural, historical and social realities of the country, are determined. Aspects of personnel adaptation based on the experience of other countries, which can be implemented in Ukraine, are proposed. An indicative roadmap for the implementation of these features of personnel adaptation in Ukraine has been developed, taking into account the national context. Thus, the study provides a comprehensive analysis of the processes of personnel adaptation in the international context, identifies areas of improvement for Ukrainian companies and outlines the prospects for further scientific work in this area. Regarding the further scientific research, it is proposed to focus on an in-depth study of cultural, historical and social factors that affect the processes of personnel adaptation in Ukraine and other countries of the world; analyses of the efficiency of various methods and practices of personnel adaptation in specific organizations and industries; examining the impact of onboarding programs on staff retention, job satisfaction, and productivity; development of recommendations for adaptation and implementation of the world’s best practices of personnel adaptation in Ukrainian realities; studying the role of technology and innovative approaches in the process of personnel adaptation in the era of digital transformations.

Background: This systematic review contributes to the understanding of the characteristics of built food environments that may be associated with choices of alternative protein foods (APF). Using the built food environment typology proposed by Downs et al., we investigated various environmental structures (e.g., supermarkets, other retailers, farmers' markets, restaurants, schools, and online vendors) and the characteristics that may facilitate or hinder consumers' choices. For example, facilitators and barriers may refer to the physical characteristics of environmental structures, food presentation practices, the organizational strategies or policies operating in the setting, or the actions that retailers or consumers engage in while selling, serving, choosing, trying, or purchasing APF in these environmental structures. Methods: A systematic review (PROSPERO database preregistration; no. CRD42023388700) was conducted by searching 13 databases for peer-reviewed journals focusing on the fields of economics and business, agriculture, medical sciences, and social sciences. Data searches, coding, and quality evaluations were conducted by at least 2 researchers. A total of 31 papers (36 original studies) were included. The risk of bias was evaluated with the Joanna Briggs Institute quality evaluation tool, with 24 publications presenting low risk of bias. Results: The findings indicate that perceived and actual availability facilitate consumers' APF choices across a built food environment. Several barriers/facilitators were associated with APF choices in specific types of built food environments: the way food is presented in produce sections (supermarkets), consumer habits in terms of green and specialty shopping (grocery stores), and mismatches among retailer actions in regard to making APF available in one type of food environment structure (e-commerce) and consumers' preferences for APF being available in other food environment structures (supermarkets, grocery stores). The effect of a barrier/facilitator may depend on the APF type; for example, social norms regarding masculinity were a barrier affecting plant-based APF choices in restaurants, but these norms were not a barrier affecting the choice of insect-based APF in restaurants. Conclusions: Addressing barriers/facilitators identified in this review will help in developing environment-matching interventions that aim to make alternative proteins mainstream. Trial registration: PROSPERO database registration: #CRD42023388700. [ABSTRACT FROM AUTHOR]

The article focuses on the importance of building trust through ethical marketing in the physical therapy industry, emphasizing the value of content-driven strategies. Topics include dispelling misconceptions about marketing, targeting different stages of the buyer's journey, the impact of trust on business and patient outcomes, common marketing mistakes to avoid, and the role of consistency, authenticity, and personal connection in marketing efforts.

In an era of information explosion, employers' information is often disclosed to employees and potential applicants from multiple channels and angles, which are usually combinations of positive and negative signals. How do such uncoordinated brand signals affect the attractiveness of an organization? Building on micro‐corporate social responsibility (CSR) literature and three studies, we found that when potential employees perceived imbalanced brand signals of CSR and corporate ability, the positive impact of CSR on organizational attractiveness was strengthened when the company was weaker in its corporate ability. When they perceived conflicting brand signals of corporate social irresponsibility (CSiR) and corporate ability, the negative impact of CSiR on organizational attractiveness was strengthened when the company was stronger in its corporate ability. Supplementary analyses also demonstrated a significant three‐way interaction among CSR, CSiR, and corporate ability. When such conflicting brand signals were presented, CSR weakened CSiR's negative impact when corporate ability was stronger. However, when corporate ability was weaker, CSR strengthened the negative impact of CSiR on organizational attractiveness. Our study offers guidance for companies with mixed employer brand signals and suggests enhancing applicant attraction via synergy among a company's public relations, human resources, and marketing functions. [ABSTRACT FROM AUTHOR]

This study aimed to investigate how legal regulations mediated the relationship between green human resource management (GHRM) practices and innovation in organizations. It assessed the impact of GHRM on employees’ commitment to environmental sustainability through training and communication. Additionally, the study examined how employees’ environmental values influenced their innovative behavior within the organizational context. The study used structural equation modeling and multigroup analysis. A survey was conducted among 246 employees aged 20-59 years and employed in transportation (Etihad Airways and Dubai Silicon Oasis Authority), tourism (Burj Khalifa, Jumeirah Group, Sheraton, and Hilton), energy and utilities (Dubai Electricity and Water Authority, Masdar City, and Abu Dhabi National Oil Company), development (Department of Urban Planning and Municipalities, Research Technology and Innovation Parks, and National Health Authority), and agriculture (Agthia Group, Badia Farms, Al Dahra, and Al Rawabi) sectors. GHRM practices significantly affected employees’ attitudes and behaviors, fostering their engagement in sustainability initiatives. Environmentally conscious employees favored creative and sustainable work practices. Domestic legal regulations and organizational practices enhanced the innovative response. Moreover, younger pro-environmentalist employees demonstrated increased receptivity to GHRM practices compared to older employees. In conclusion, GHRM contributed to economic diversification in the UAE by fostering a workforce skilled in sustainable practices, attracting talent to support emerging industries, aligning with economic reforms, and enhancing the overall reputation of the country as a hub for sustainable and diversified economic activities.

Rapid changes in the sphere of science, technology or biology are determined by results of research - development and innovation activities. A quick adaptation through a change of vision and orientation of the organizational culture, we believe that it is necessary to implement at the managerial level some changes by applying the soft practices resulting from a hard approach (change of the managerial board and its introduction of one or more women). In this way, a positive influence can be generated on the ability to adapt the organizational culture to market requirements. The study carried out on a series of financial-banking institutions from Iași county sought to determine the particularities of the applied organizational culture, study them in the context of the national culture, delimit the elements that implemented or developed within the organizations bring a contribution to the specific activities of the culture change process organization of an entity.

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BACKGROUND: The workplace accommodation process is often affected by ineffective and inefficient communications and information exchanges among disabled employees and other stakeholders. Information systems (IS) can play a key role in facilitating a more effective and efficient accommodation process since IS has been shown to facilitate business processes and effect positive organizational changes. OBJECTIVE: Since there is little to no research that exists on IS use to facilitate the workplace accommodation process, this paper, as a critical first step, examines how IS have been used in the accommodation process. METHODS: Thirty-six interviews were conducted with disabled employees from various organizations. Open, axial, and selective coding were part of the analysis. Fuzzy set qualitative comparative analysis was used to identify different levels of IS use based on participants' descriptions. RESULTS: An IS used in the workplace accommodation process consists of electronic request form, accommodation checklist, special budget, specific role, ancillary service, formal policy and procedure. There are different levels of IS use in the current accommodation process. The high-level IS use often results in a better accommodation performance than the low-level IS use, including high efficiency, high effectiveness, and low emotional tolls. Nevertheless, the high-level IS use often uses a specific, inflexible template as well as disregards human elements in the accommodation process. CONCLUSION: This work provides implications that future IS design should raise awareness of disability and accommodation, account for individual differences, involve multiple stakeholder inputs, as well as address the fundamental social issues in the accommodation process. [ABSTRACT FROM AUTHOR]

Risk management and crisis management are essential aspects for the survival and success of organizations in a volatile environment. By identifying, evaluating, and efficiently managing risks, organizations can minimize the negative impact on their activities. In the light of a proactive and integrated approach, investments in technology and human resources become priorities for adapting to changes in the business environment. Open and transparent communication, collaboration between departments, and involvement of all members of the organization are crucial for coordinating and effectively implementing risk and crisis management strategies. Adopting an organizational culture focused on prevention and anticipation can transform risks into opportunities for development and continuous improvement. Continuing investments in organizational capabilities, improving communication, and engaging with stakeholders are necessary for effective crisis management. [ABSTRACT FROM AUTHOR]

Purpose: Knowing and analyzing the effect of Corporate Culture on Employee Performance, Employee Commitment on Employee Performance, and Transformational Leadership on Employee Performance, data collection techniques using questionnaire filling with quantitative methodology distributed to a sample population of 110 people and processed using the Amos version 26 application and for the results of the study indicate that there is a significant effect of Corporate Culture on Employee Performance, as well as Employee Commitment on Employee Performance, and also Transformational Leadership on Employee Performance. Design/ Methodology/ Apporach: Quantitative Approach Findings: aspects that affect employee performance Research limitations/ implications: Implementation during working hours and in-house repairs Practical Implications: Culture, commitment, and transformational leadership affect employee performance Originality/ value: there is an influence on employee performance from the variables used Paper Type: Research Paper

The aim of the article is to study the features of the corporate culture of metallurgical enterprises of Ukraine in the context of innovative development. As a result of the study of four types of corporate culture – adhocracy, clan, market, and hierarchical – according to the CVF model of K. Cameron and R. Quinn, it was determined that adhocratic culture is most conducive to innovations, since it involves flexibility and is focused on the external environment. In turn, market culture emphasizes control and stability, which is a constraint on innovation. The authors propose a modified method for diagnosing corporate culture, which is based on the CVF model and provides for a system of 5-point scale for evaluating questionnaire questions by respondents. Using Microsoft Excel and SPSS Statistics V21.0 software, the authors analyzed the parameters of the corporate culture of metallurgical enterprises. As a result of the diagnostics, it was found that PJSC «INTERPIPE» and PJSC «Tsentralnyi Hirnycho-Zbahachuvalnyi Kombinat» are characterized by a clan corporate culture, which needs to be strengthened to the desired indicator. For PJSC «ZAPORIZHSTAL», PJSC «YUZHKOKS», PJSC «KAMET-STAL» it is expedient to change the type of corporate culture from market to clan. It is proposed that the strategic vision of the development of metallurgical enterprises should be changed in the direction of innovative development, digitalization, smartization of production, the use of energy-saving technologies, the Internet of Things, etc. It is also necessary to use training activities and seminars to develop the creative potential of staff and intensify their participation in the development of green innovations. Taking into account the European integration course of Ukraine, it is expedient to change the principles of doing business related to the European Green Deal. The proposed recommendations can be used to improve the mission, strategic vision, corporate culture and its values for metallurgical enterprises. Prospect for further research in this direction is to determine the interdependence between the type of corporate culture (clan, innovative, market, hierarchical) for metallurgical enterprises and the processes of greening and digitalization at enterprises.

Corporate communications existed long before the formation of the theory of marketing and management. Even in Rome industry guilds prescribed ethical rules of conduct between representatives of different professions which can be called protocol relations. At that time, the formation of patriotism began, as a manifestation of heroic love for the society, country, family, suzerain, and as a result, in the 17th century, it took shape in the manifestation of love and devotion to the state. Prior to that, state patriotism did not intersect with corporate communications and most often they denied each other, as evidenced by the works of the Davos Forum, the Club of Rome and other supranational structures, which did not gain anything from supporting corporate communications aimed at the benefit of state interests. The present paper is one of the first works that consider patriotism as motivation for the efficiency of work in companies, and corporate communications as a tool for the formation of this type of motivation. The study contains not only an extensive theoretical base of the epistemology of understanding the concept of pentabasis, but also an empirical part (survey), including an assessment of the impact of pentabasis values on the formation of corporate values of the Russian medium and large business companies.

Purpose: Given the importance of small businesses for society, and the significance of managers' wellbeing for employee health, leadership, and business performance, more knowledge is needed on the sources of managers' wellbeing. This study explored factors within the small business context that were perceived by managers to hinder or enable their wellbeing. Methods: Data were collected through qualitative semi-structured interviews with 20 managers from 12 small companies, and analysed with content analysis. Results: The factors that these managers in small businesses experienced as enhancing or hindering their personal wellbeing covered five categories: demands and resources in the daily managerial work, achievement of results, social factors, organizational factors, and individual factors. Conclusions: The specific context of managerial work in small companies encompasses unique factors. For instance, the small company managers' wellbeing was affected by vulnerability due to the smallness of the business and the absence of available resources. Simultaneously, a small company context provided a strong social climate and close relationships with employees and customers that strengthened the managers' wellbeing. The findings suggest that the availability of financial, personnel, and organizational resources varies between small companies of different size, which may have implications for small business managers' work and wellbeing. [ABSTRACT FROM AUTHOR]

BACKGROUND: Employers are increasingly interested in the inclusion of employees with disabilities in the workplace. To be inclusive, employers need effective strategies for recruiting people with disabilities (PWD) that supervisors can endorse, as they are ultimately accountable for the success of all employees that they supervise, including people with disabilities. To date, little research has focused on effective practices for recruiting people with disabilities or the supervisors' perspectives on successful disability recruitment practices. OBJECTIVE: This study presents results from the 2017 Kessler Foundation National Employment and Disability Survey-Supervisor Perspectives (KFNEDS-SP) that utilized a novel approach to investigating employer organizational characteristics and practices related to the recruitment of PWD. METHODS: The KFNEDS-SP is a web-based survey that used standard, replicable survey methods to collect data from a Qualtrics business-to-business panel of supervisors at U.S. organizations. Respondents included 6,530 supervisors ages 18 and older from private, nonprofit, and governmental organizations across industries. RESULTS: The results show that several organizational characteristics and practices are significantly associated with supervisor perceived effectiveness of disability recruitment processes. The degree of effort put forth to recruit people with disabilities, commitment from upper management in hiring and accommodating employees with disabilities, training hiring managers in accessible recruitment and interview practices for people with disabilities were all positively related to supervisors' perceived effectiveness of their organizations' disability recruitment processes. However, organizations that put a lot of effort into recruiting for diversity or had diversity hiring goals were less likely to be perceived by supervisors to have effective disability recruitment processes. CONCLUSION: Supervisors are at the center of an organization's effort to include people with disabilities in the workplace and, as such, are good barometers of what works and does not work to support the recruitment, hiring and onboarding of people with disabilities. The results of this study point to several organizational characteristics and practices that individually and together are likely to support efforts to include people with disabilities in the workplace. Disability workforce intermediaries can use these findings to assist businesses successfully include people with disabilities in their workforce. [ABSTRACT FROM AUTHOR]

To explore individuals' personal narratives of perceived betrayals and injustices committed by institutions, their representatives, or other authority figures and discern in what spheres of life they commonly manifest. 157 adults from largely rural, low-income communities in southern Appalachia participated in semi-structured qualitative interviews that asked them to describe key points in their life experiences, including high points, low points, and turning points. These were reviewed for episodes of institutional betrayals. Interview transcripts were analyzed using a grounded thematic analysis. Participants mentioned numerous instances of betrayals that occurred from interactions with institutions or their representatives. These were grouped into four categories: professional betrayals involving mistreatment from an employer, health care provider, or other authority figure; professional-organizational betrayals where a professional perpetrator was able to get support from a problematic organizational culture; corporate malfeasance involving misdeeds by business entities; and systemic injustices involving the sociopolitical architecture of society. The findings identified a range of institutional betrayal experiences that were unnecessary, unwanted, intentional, and harmful. They could be distinguished by the type of perpetrators and often led to notable harms, including unwanted system involvement and unemployment. Although participants seldom explicitly mentioned the rural setting in their descriptions of institutional betrayal, it is likely that limited options for health care providers, schools, and other institutions exacerbated some harms. Institutional betrayals need to be considered in people's trauma dosage, their cumulative lifetime burden of trauma. [ABSTRACT FROM AUTHOR]

Nurse leaders need to continue to think innovatively and help improve the bottom line at their organizations and at the same time be concerned with nurse retention. Virtual nursing is one such approach that will help achieve both results. Nurse leaders must also know how to bring forth a return on investment in order to receive the funding to try innovative approaches to staffing. [ABSTRACT FROM AUTHOR]

Global commodity capitalism necessitates the fast and efficient movement of all manner of entities across the globe. Importantly, this commercial flow needs to be secured against the undocumented and unregulated flow of illegitimate people, finance and information, counterfeits, drugs, terror and other undesirables. The organizational practices of business logistics are central for achieving this objective. Yet they have received little attention in management and organization studies to date. We suggest a fruitful avenue is via Foucault's notion of 'biopower' – particularly his less discussed concept (in management studies, at least) of an apparatus of security. This is useful for understanding the emergent organizational/management practices of security in the border spaces in which business logistics operate. If 'Society Must Be Defended', as Foucault ironically notes in his famous lecture series that introduces biopower, then so too must contemporary organizations and their net-like activities within the global economy. [ABSTRACT FROM AUTHOR]