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Hospitality is one of the industries severely impacted by the COVID-19 pandemic. It is vital to comprehend how to help the workforce in this service sector grow resilient through such a crisis. This paper aims to unpack the role of employer event communication in promoting hotel workers’ resilience.

The data were garnered from 462 hotel workers who were on unpaid leave or layoff during the hotel shutdown.

The results unfolded the positive link between employer event communication and hotel workers’ resilience, for which core beliefs examination served as a mediation mechanism. Family support was found to moderate the effect of employer event communication on core beliefs examination.

The findings indicate to hospitality organizations that in face of a crisis such as the COVID-19, their employee resilience can be activated if they implement event communication activities. They should further realize that their support should go hand in hand with family support in fueling employee resilience from the crisis.

This study advances the understanding of how and when to promote resilience among hotel workers during a pandemic crisis.

The field of cognitive-behavioural therapy contains many different theoretical models of psychopathology, with each discipline ascribing greater emphasis to a particular cognitive process or organisation of beliefs. This paper seeks to propose a method of integrating the two most widely practiced and researched schools of CBT; Beck ' s cognitive therapy (CT) and Ellis ' s rational emotive behaviour therapy (REBT).

Although there exist a large degree of similarity between the two therapeutic approaches, the two models do differ in relation to their respective hypothesises regarding the core psychological variable in psychopathology. Cognitive theory hypothesises that negative representational beliefs are of central importance whereas rational emotive behaviour theory hypothesises that negative evaluative demands lie at the core of psychological disturbance. This paper evaluates these competing predictions on the basis of the available empirical literature.

The empirical literature provides greater support for the organisation and interrelations of the irrational beliefs proposed by REBT theory over CT theory, however the research data clearly indicate the importance of the cognitive variables stressed by CT theory in the pathogenesis of psychological distress. Based on the available evidence an integrated CBT model which incorporates elements of both CT and REBT theory is presented. It is proposed that this integrated model can serve as the stepping-stone toward a larger, single, coherent CBT model of psychopathology.

Few empirical studies have directly compared the competing predictions of CT and REBT theory. If future research supports the findings presented in this paper, the proposed model can serve as a template for the development of a unified, general-CBT theory of psychopathology.

The integrated model presented in this paper can serve as a guiding theoretical model for therapeutic practice which takes into account therapeutic methods from both CT and REBT.

This paper proposes the first theoretical model which incorporates the competing theoretical conceptualizations of psychological distress from the two main schools of CBT.

Business consortiums for temporary projects have limited time and less attention from individual organisations concerning leadership alignment. Recognising the need to study relationships in alliances, this study aims to identify the fundamental organisational beliefs perceived by the leaders in a construction business consortium and relate them to the companies’ belief system as conceptualised by Simons.

The research adopts a positivist qualitative approach with semi-structured interviews, literature review and document analysis through a case study in a temporary business consortium formed by three large construction companies.

It was possible to verify alignment between the beliefs of the consortium and its leadership and infer that the flow of beliefs can be affected by the duration of the project. The research underlines the importance of the belief system within an organisation and how differences can cause internal conflicts, whilst alignment can improve competitiveness. The authors concluded that conflicts emerge due to a lack of alignment regarding the business’ core beliefs and the presence of different cultures and the duration of the project. Also, it was possible to create two different propositions for future studies regarding the project timeframe and improve competitiveness with the alignment of beliefs.

Whilst there is academic literature that identifies challenges in successful project execution attributed to the misalignment of teams at a cultural level, organisations today still largely neglect the importance of team alignment. A better understanding of beliefs across organisations could have significant impact on social aspects resulting in improvements concerning projects timescales and quality of deliverables.

The main contribution is to explain how beliefs flow from individual parties to a temporary business consortium. This research addresses the lack of empirical studies relating to the alignment of temporary projects whilst providing recommendations to inform future research.

The purpose of this paper is to explore why executives participating in a top management team meeting avoid speaking up when they experience the goal as unclear or the discussion as wandering off track.

A total of 21 executives (CEOs and level 2 managers) from seven top management teams were interviewed, and the interviews analyzed according to the principles of Grounded Theory.

The executives’ silence was primarily governed by a core belief that to speak up about miscommunication is a negative act, which will probably elicit undesirable consequences. This assumption was reinforced by how the executives perceived themselves, other persons and relationships in the group, group norms, and the issue discussed in the meeting. In addition, three other basic beliefs prevented the level 2 managers from speaking up: “We have no tradition for speaking up in this group”, “It's futile to speak up”, and “It's not part of my role to speak up in this group”.

The data were collected from executives representing only seven top management teams from the public sector in Norway, limiting the generalizability of the findings. Future research should increase the number and types of top management teams from which informants are drawn.

Executives should be aware of how their beliefs and perceptions prevent them from voicing their concerns when experiencing miscommunication during the TMT meeting, and how remaining silent in these matters represents an important barrier to team effectiveness in the meetings.

The study shows that even among executives at the top of the organizational hierarchy, people refrain from speaking up when experiencing miscommunication, and that there are more reasons for not voicing concerns than fear of consequences and feelings of futility.

This chapter addresses the potential for knowledge, learning, and collaboration (KLC) cultures in public sector organizations. Public sector organizations are among the most complex for introducing or nourishing a KLC approach because there are multiple levels of cultures with varying levels of influence. We describe these complex cultures as tiers. First, we define public sector organizations’ business goals, purpose, and strategies. Then, the authors translate and interpret all five levels of culture for public sector organizations. The chapter also details the nature of cultural complexity, namely the four tiers of public sector cultures: (1) the company culture (Tier 1); (2) the public service culture (Tier 2); (3) the culture of the external environment (Tier 3); and (4) the internal KLC cultures (Tier 4). This chapter establishes a framework for describing an organization’s complex culture and determining the best KLC approach for the context.

Little is known about how religious beliefs can motivate consumers to behave more pro-environmentally. Drawn on an integrated model of the theory of planned behavior, the norm activation model and the self-determination theory, this study aims to explore the effects of religious beliefs (especially, karmic beliefs (KB) and beliefs in a just world (BJW)) on consumers' pro-environmental behavior.

A sample of 736 consumers recruited from the eight most populous cities in Vietnam using the mall-intercept survey approach and structural equation modeling (SEM) was utilized to test the hypothesized model and hypotheses.

The findings indicate that KB and BJW can increase consumers' green intrinsic motivation, which subsequently encourages them to engage in pro-environmental consumption. Moreover, awareness of consequences (AOC) and ascription of responsibility (AOR) serially indirectly inspire consumers' sustainable consumption through serial mediators, including personal norms (PN), attitudes toward green products and green purchase intention.

Based on the findings, some theoretical and managerial implications for pro-environmental consumption are provided.

The study offers fresh perspectives on the role of religious beliefs in pro-environmental research. Additionally, this study sheds new light on the marketing literature by integrating the theory of planned behavior (TPB) and norm activation model (NAM) with self-determination theory (SDT) to explore the underlying mechanisms and effects of psychological components on consumers' pro-environmental behaviors.

This paper aims to explore recent approaches to reducing reoffending and to describe a new intervention, The Belief in Change Programme, which proposes an holistic approach to working with offenders.

Some background on the recent UK government policies and research on reducing offending is given. The Belief in Change Programme is explored in this context.

The Belief in Change Programme highlights the importance of changing the offender's view of life, cognitive skills, access to resources and the perspective of communities to which they return. It encourages offenders to take responsibility to create a vision for the future and be leaders in their own journey of change; but, it also calls on communities to inspire, support and participate in this process.

Leadership is an important dimension of The Belief in Change Programme as some of the methods mirror those used in organisational development. Offenders can also be important leaders of each other by inspiring through role modeling, directing, coaching and mentoring those in earlier stages of the change journey. To ensure the reintegration and successful change of offenders, the wider community would benefit from inspirational leadership to create a revised vision for the rehabilitation and the vital part in which we all play.

Social enterprises are embedded in ecosystems with multiple actors interested in the field’s growth. One way to enhance social enterprises is through public policies and developing countries like Brazil included this in the public agenda. After an important mobilization of private organizations and public managers, the Brazilian federal government implemented in 2017 the National Impact Investment and Business Strategy (ENIMPACTO) renamed in 2023 to National Impact Economy Strategy with the same abbreviation. Since its creation, ENIMPACTO saw significant modifications leading to a decree in 2023 extending its mandate, amplifying membership and changing its name to the National Impact Economy Strategy while maintaining the same acronym. This experience leads us to the following question: How was ENIMPACTO created and developed?

We used institutional arrangements and advocacy coalition theory to analyze the key elements that contributed to ENIMPACTO’s creation and its evolution through time. A qualitative, single-case study on the Brazilian experience implementing ENIMPACTO was conducted through semi-structured interviews with national strategy members, participant observation, document and data analysis.

We argue that advocacy coalition and institutional arrangements frameworks combined are needed to understand Enimpacto’s complexity. The strategy presented an extensive multiple-actor articulation involving shared beliefs that were also important to gather support on recreating and expanding Enimpacto when external events threatened its continuity. Yet, it presented important challenges on how to achieve consensus and alignment regarding important concepts and regulation strategy among the actors and manage the public policy governance and activities implementation.

We combine institutional arrangements and advocacy coalition frameworks and apply them to analyze a public policy composed of actors of multiple sectors that play an active advocacy coalition role. We also present empirical evidence that elements of the advocacy coalition framework add analytical elements to institutional arrangements literature and how they affect each other. We point to two important elements of the institutional arrangements framework (territoriality and subsidiarity) that were not initially considered by ENIMPACTO and were later incorporated because of tensions in the field. We provide empirical evidence of the incipient role that public administration can play in promoting social enterprises' agenda that might base similar strategies to boost social enterprises in other locations.

The Orphan Drug Act has provided the pharmaceutical industry with incentives to research and develop drugs for orphan diseases: rare diseases with little profit potential. It is considered very successful legislation by legal scholars, the Food and Drug Administration (FDA), and orphan drug activists. The policy process of the Act provides an important model of the policy process for future incentive-based pharmaceutical legislation. The purpose of this paper is to summarize the important incentives of the Act and the historical events leading up to the Act. The paper applies three different theoretical models of the public policy process to understand the emergence of the Orphan Drug Act: Kingdon’s Multiple Streams Model, the Advocacy Coalition Framework, and Social Constructionism Theory. The paper then synthesizes the public policy process lessons from each perspective and provides four recommendations for other social activists seeking to propel incentive-based pharmaceutical legislation for under-researched diseases.

The author analyzes the history of the Orphan Drug Act based on publicly available scholarly research, government documents, and interest group publications. The author then applies three public policy theories to the history of the Orphan Drug Act to explain the emergence of the Act and to extract policy process lessons for future disease activists.

Regardless of which theoretical perspective the Orphan Drug Act is analyzed from, some common themes of the policy process emerge. First, focussing events are instrumental in capturing the public’s sympathy and Congress’s attention. Second, in its activities and proposed legislation, a coalition should provide a role for all relevant and important actors. Third, the target groups of the legislation were construed positively, increasing the pressure for Congressmen to pass some kind of bill. Finally, the proper construction of “the problem” is instrumental to passing effective legislation as a “solution.”

The Orphan Drug Act is widely considered successful incentive-based pharmaceutical legislation. However, because it was originally passed in 1983 and has not had public attention since the early 1990s (when it was amended), it has rarely been written about in recent years. However, its lessons are still highly relevant to policy activists, especially disease activists. Furthermore, existing articles focus on the impact of the legislation and ways to amend it, rather than on the passage of the Act.

Examines work beliefs across three nations (The People's Republic of China (PRC), the USA and Venezuela) using Buchholz's work belief scales. Finds strong support for the proposition that work belief systems vary across cultures. Specifically, the work ethic was found to be strongest in the PRC and weaker in the USA and Venezuela. Venezuelans were the strongest in organizational belief system scores. Indicates fundamental differences in motivation to work in the three countries. Discusses specific results and provides conclusions.