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The purpose of this paper is to find out which research topics and methods in information science (IS) articles are used in other disciplines as indicated by citations.

The study analyzes citations to articles in IS published in 31 scholarly IS journals in 2015. The study employs content analysis of articles published in 2015 receiving citations from publication venues representing IS and other disciplines in the citation window 2015–2021. The unit of analysis is the article-citing discipline pair. The data set consists of 1178 IS articles cited altogether 25 K times through 5 K publication venues. Each citation is seen as a contribution to the citing document’s discipline by the cited article, which represents some IS subareas and methodologies, and the author team's disciplinary composition, which is inferred from the authors’ affiliations.

The results show that the citation profiles of disciplines vary depending on research topics, methods and author disciplines. Disciplines external to IS are typically cited in IS articles authored by scholars with the same background. Thus, the export of ideas from IS to other disciplines is evidently smaller than the earlier findings claim. IS should not be credited for contributions by other disciplines published in IS literature.

This study is the first to analyze which research topics and methods in the articles of IS are of use in other disciplines as indicated by citations.

The authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.

Personality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).

Results indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.

The authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.

RSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.

Use of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.

This is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.

This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.

This study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.

The themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.

Each theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.

The model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.

The model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

This study aims to examine how the appraisal of both incidental and direct positive other-agency emotions (vs self-agency emotions) enhances brand trust and, subsequently, brand attitudes.

The paper presents three experiments that examine the effect of other-agency emotions (vs self-agency emotions) on brand trust and brand attitudes by both Australian and USA consumers. Studies 1 and 2 compared the effect of self- and other-agency emotions evoked through an irrelevant reflective task. Study 3 used real-world marketing communication to evoke self- or other-pride.

Gratitude (Study 1) and other-pride (Study 2) evoked through an irrelevant, reflective task enhanced brand trust and attitudes for both familiar and unfamiliar brands. The authors replicated these effects using marketing communications that evoked other-pride (Study 3) and showed how these findings can be applied in a marketing context.

There are contradictory findings in the literature on how positive emotions influence brand trust and attitudes. The findings show that other-agency appraisal is a crucial appraisal within a marketing context and reveals why not all positively valenced emotions increase brand trust and brand attitudes. The findings highlight the importance of examining the effects of emotions on brand trust and attitudes beyond the consideration of their valence.

The research provides significant implications for marketers to improve brand trust and brand attitudes through the elicitation of other-agency emotions. The findings also demonstrate that different components of emotions, such as appraisal structure, may influence consumer trust and attitudes towards marketing and branding communications.

To the best of the authors’ knowledge, this research is the first to empirically demonstrate how other-agency appraisals of emotions can influence consumer brand trust and attitudes in a marketing context.

Both uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively employees’ attitudes and behaviors. By drawing on the theory of planned behavior that links individual’s beliefs and behavior, the study seeks to examine how employees’ self- and other-interest in change may reduce perceptions of change uncertainty and consequently, foster their behavioral change support (i.e. compliance, cooperation and championing).

The study hypothesizes that employees’ self- and other-interest in change mediate the relationship between perceptions of change uncertainty and behavioral change support. The research was conducted in two large IT companies co-located in a big science park in an EU country in South-eastern Europe. Data were collected from 105 employees and their supervisors in three sequential phases.

The research findings suggest that both self- and other-interest in change partially mediate the negative relationship between perceptions of change uncertainty and behavioral change support.

The findings indicate that change management practitioners will benefit considerably if they try to decrease employees’ perceived change uncertainty by increasing their self- and other-interest in change to provoke supportive behaviors. Relevant suggestions are made.

The findings provide new insights into how perceptions of change uncertainty and self- and other-interest in change can affect employees’ change participation. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as, other related notions.

Negative customer-to-customer interactions (NCCI) occurring in physical service encounters can have a detrimental effect on a focal customer’s experience. This paper aims to explore how the interplay between the physical servicescape and the presence and behavior of other customers can lead to NCCI. Moreover, through an examination of customers’ responsibility attribution, the paper underlines the need for service organizations to manage this interplay.

The authors rely on a mixed approach with two studies grounded in the Stimulus–Organism–Response paradigm. In a preliminary quantitative study, the authors test a model of the effects of NCCI on customers’ attribution and behavioral outcomes using partial least squares structural equation modeling. Next, in a qualitative study, they collect and explore NCCI incidents in eight service industries relying on the critical incident technique (CIT).

When experiencing NCCI, customers attribute at least partial responsibility for their negative experience to the service provider. The findings of the CIT study reveal three interplay mechanisms leading to NCCI: when other customers’ behavior is triggered by the physical servicescape; when other customers’ behavior is incongruent with the behavioral norms set by the physical servicescape; and when the physical servicescape is altered by other customers’ misbehavior.

This paper provides a comprehensive, empirically grounded, understanding of the interplay between the physical and social servicescape, focusing on the presence and behavior of the other customers and its effect on the customer experience.

This article describes the findings of a phenomenological study whose purpose was to understand the essence of education from the analysis of the relationships emerging between the main educational actors (professors and students).

This research was approached from the qualitative paradigm and from a method of phenomenological analysis; specifically, heterological phenomenology is proposed, which is presented as the search for human relationships as a founding condition of education. For collecting information, a phenomenological interview with twelve professors from public and private universities in the city of Manizales (Colombia) was used.

The results reveal the experiences had in education from the relationships that have left their mark on the subjects and discover education as a relationship with the Other of welcome, hospitality, vocation and responsibility.

The originality of the study is in the particular method, heterological phenomenology, which investigates the experience of human relationships as a scenario for constructing a reality in which the starting point is the narrative that the Other (research subject) makes of his encounters with his-Other (subject present in the narrative).

Library assistants were originally considered to be professional librarians in the making, and were trained accordingly. With the expansion of libraries and librarianship, Britain's “apprenticeship” system of qualification gave way to formal library school education, and a new category of “non‐professional staff” was created, of people who were unwilling or unable to proceed to graduate‐level qualification. The development of non‐professional certificates of competence in the UK is described against parallel developments in the US, Canada and Australia; the COMLA training modules are also examined. The theoretical and practical issues surrounding training are discussed, training schemes and qualifications in the four countries analysed, and the relative merits of in‐house training and external certificate programmes argued.

Since their creation through the Industrial Training Act 1964 to hear appeals against levies, the jurisdiction of industrial tribunals has grown considerably. One aspect of this jurisdiction, unfair dismissal, is examined here. Basic principles related to the law of unfair dismissal are examined. The practice and procedure of an industrial tribunal solely in connection with unfair dismissal cases are examined in greater detail. A case study is used to illustrate the important aspects of procedure. Appendices give relevant forms and extracts from the appropriate Code of Practice.

The new authorities created by this Act, probably the most important local government measure of the century, will be voted into existence during 1973 and commence functioning on 1st April 1974. Their responsibilities and the problems facing them are in many ways quite different and of greater complexity than those with which existing councils have had to cope. In its passage through the Lords, a number of amendments were made to the Act, but in the main, it is a scheme of reorganization originally produced after years of discussion and long sessions in the Commons. Local government reorganization in Scotland takes place one year later and for Northern Ireland, we must continue to wait and pray for a return of sanity.