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In an urban environment, different types of actors (individuals, households, community groups, institutions, governmental organizations, nongovernmental organizations (NGO), community-based organizations (CBO) and public and private organizations, etc.) play critical roles in enhancing urban resilience to adapt to the impacts of climate change. To identify and prioritize aspects of climate resilience planning, this study aims to examine the potential impacts of climate change on diverse urban systems and evaluate the capacities of various actors to adapt to climatic stress.

This research selects Mongla, a coastal as well as port town in south-western Bangladesh that faces climate risks including frequent cyclones, storm surges and salinity intrusion due to sea-level and temperature rise, as reported in the National Climate Vulnerability Index 2018. This research uses the methodology proposed by ICLEI South Asia’s Climate Resilient Cities Action Plan and accesses different urban actors’ adaptive capacity for contributing to enhancing climate resilience based on three broad characteristics: the capacity to organize and respond, availability of resources and access to information. The cumulative scores of these characteristics aid in determining the climate adaptive capacity of each urban actor.

The identified 53 actors are grouped into four categories: government (local and national); international/local NGOs, CBOs and associations; community representatives and private sectors and groups and individuals. The group of NGOs, CBOs and associations has a higher overall adaptive potential than all other actor groups, according to the study. When it comes to practicing adaptive capacity, government institutions are in the second-highest position. But, the Khulna development authority, the government agency that is in charge of overseeing all forms of urban development, scored poorly on all fragile urban systems. However, the performance of the fourth group of urban actors is very subpar when it comes to adapting to climatic stress, which emphasizes the need for focused interventions.

Variations in adaptive capacities to climate change across different actors are particularly useful for targeting actors with lower levels of climate adaptive capacities in Mongla town.

This paper particularly addresses the research gap in assessing the adapting capacity of urban actors in Mongla port-town. Policymakers and practitioners can create and carry out targeted interventions that address the particular needs and concerns of vulnerable actors by making use of the insights obtained from this kind of study, thereby assisting in the development of climate resilience in any urban area.

The COVID-19 pandemic has generated a significant impact on several aspects of public relations practice. By adopting the theoretical framework of adaptive leadership, this research is designed to explore how an organization’s top leadership can support related adaptive action in strategic communication. Particularly, we hope to explore whether the application of adaptive leadership could facilitate a higher level of communication transparency as well as deliver a sense of caring and empathy in COVID-19 communication.

An international online survey was designed and conducted for this study. The first sample consists of 776 full-time communication professionals in the United States of America with 435 women (56.1%) and 341 men (43.9%). The second sample consists of 268 full-time communication professionals in Canada, with 110 women (41.0%) and 158 men (59.0%). The two samples were merged into the final sample of 1,044 for the data analysis.

Results confirmed that the perceived impact of the COVID-19 pandemic increased communication professionals’ challenges in building trust. It also drives adaptive changes in their coping actions in strategic communication. More importantly, the top leadership within the organization played a key role in this adaptive leadership environment by demonstrating commitment to transparency in COVID-19 communication and delivering a sense of empathy during the pandemic.

This study contributes to our understanding of strategic communication in times of crisis, such as the COVID-19 global pandemic, by focusing on the adaptive nature of communication leadership. More importantly, our study confirms the important roles of two leadership attributes (i.e. the sense of empathy and the commitment to communication transparency) in supporting adaptive leadership, which eventually influences trust building.

Component positioning is an important part of aircraft assembly, aiming at the problem that it is difficult to accurately fall into the corresponding ball socket for the ball head connected with aircraft component. This study aims to propose a ball head adaptive positioning method based on impedance control.

First, a target impedance model for ball head positioning is constructed, and a reference positioning trajectory is generated online based on the contact force between the ball head and the ball socket. Second, the target impedance parameters were optimized based on the artificial fish swarm algorithm. Third, to improve the robustness of the impedance controller in unknown environments, a controller is designed based on model reference adaptive control (MRAC) theory and an adaptive impedance control model is built in the Simulink environment. Finally, a series of ball head positioning experiments are carried out.

During the positioning of the ball head, the contact force between the ball head and the ball socket is maintained at a low level. After the positioning, the horizontal contact force between the ball head and the socket is less than 2 N. When the position of the contact environment has the same change during ball head positioning, the contact force between the ball head and the ball socket under standard impedance control will increase to 44 N, while the contact force of the ball head and the ball socket under adaptive impedance control will only increase to 19 N.

In this paper, impedance control is used to decouple the force-position relationship of the ball head during positioning, which makes the entire process of ball head positioning complete under low stress conditions. At the same time, by constructing an adaptive impedance controller based on MRAC, the robustness of the positioning system under changes in the contact environment position is greatly improved.

A chaotic home environment, marked by disorganization, noise and a lack of routine, has negative associations with language development, social competence and executive functioning. This study aims to investigate the mediating effect of chaotic homes on adaptive behaviors, or behaviors that allow independent functioning, in children diagnosed with autism spectrum disorder (ASD) compared to neurotypical (NT) children. Children with ASD have difficulties with adaptive functioning in their environment, and identifying factors in the home that may exacerbate these behaviors will help in understanding the larger family dynamics that may affect behavior.

In total, 251 primary caregivers completed questionnaires about their children’s adaptive behavior and the structure of the home environment.

The results of a mediation analysis found a significant indirect effect of ASD status leading to lower adaptive behaviors through home chaos. This suggests those with ASD experienced more household chaos than NT children, which influenced their lower adaptive behavior scores.

This research provides insights into the complex relationship between the home environment and child behavior in children with ASD.

This study examines the effects of narcissism and bonus-based incentive plans on managerial decision-making performance. Using an experiment, the authors first examine decision choices under two levels of an incentive threshold (high and low). Narcissism is measured using the Narcissistic Personality Inventory (NPI). Typically, the NPI is used as a single monolithic construct in analyses; however, in this study, the authors subdivide it in two ways to gain more nuanced information about its impact on decision making. First, the authors split the NPI into three levels – high, medium, and low (Hascalovitz & Obhi, 2015), and then decompose it into its adaptive and maladaptive components (Campbell, Hoffman, Campbell, & Marchisio, 2011) to examine how these subdivisions affect performance. Results show that the different levels of incentive thresholds affect performance among narcissistic individuals. Results indicate that individuals higher in narcissism and higher in levels of adaptive and maladaptive narcissism outperform their low-trait counterparts in a lower-threshold environment, but not in a high threshold environment.

A growing body of literature suggests that unpredictable, resource-depleting shocks – ranging from natural disasters to public health crises and beyond – require the firm to respond adaptively. However, how firms do so remains largely undertheorized. To contribute to this line of literature, the authors borrow from the conservation of resources (COR) theory of stress and the dynamic capabilities perspective to introduce the concept of firm stress – a state of reduced and irregular readiness firms enter into following unpredictable, resource-depleting shocks. Our theoretical model illustrates that firms must punctuate the stress state to adapt by first deploying a retrenchment response, thereby conserving resources and allowing the firm to consider how to best redeploy its dynamic capabilities to adapt. Subsequently, the firm can redeploy its capabilities and adaptively respond in one of three ways: exiting (reconfiguring resources for alternative use), persevering (reconfiguring resources for better use), or innovating (developing new resources). Overall, the authors offer a process model of firm stress and adaptive responses following an unpredictable, resource-depleting shock that paves the way for future research on stress in the strategy literature.

The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL.

A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis.

Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives.

It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.

Purpose: The purpose of this study is to analyze the changes organizations can adopt to move beyond budgeting. We show how these changes can be understood as modes of adaptive performance management that explains the ways in which organizations move beyond budgeting to become more adaptive. The proposed modes are then used to derive propositions for future research.

Methodology/approach: We follow a conceptual approach through an analysis of the beyond budgeting principles using the management and systems literatures on radical decentralization. We theorize how organizations can enhance their adaptability to environmental uncertainty through changes to their management structure and control processes.

Findings: We show that organizations can move beyond budgeting by decentralizing within or beyond their management structure and modifying or removing their budget-based control processes. We propose that beyond budgeting can be conceptualized as four modes of adaptive performance management: better budgeting, advanced budgeting, restricted budgeting, and nonbudgeting.

Research limitations/implications: The four modes of adaptive performance management can be used in future research to consider how changes to management structures and budget-based control processes can enhance the organizational adaptability needed to manage environmental uncertainty.

Practical implications: We show that while the nonbudgeting mode may be most suited to organizations facing high levels of environmental uncertainty, organizations facing low–to-moderate levels of environmental uncertainty can achieve sufficient levels of adaptability with less extensive changes to management structure and budget-based control processes.

Originality/value: The four modes of adaptive performance management reflect different approaches for dealing with environmental uncertainty. Positioning nonbudgeting as one mode and identifying alternate modes of adaptive performance management provides a basis for comparing and understanding the changes organizations make to move beyond budgeting.

Although models have been published in the literature covering various aspects of the job performance domain (e.g., technical performance, contextual performance), researchers have recently recognized a void in these models and have called for their expansion to include adaptive performance components (Campbell, 1999; Hesketh & Neal, 1999; London & Mone, 1999; Murphy & Jackson, 1999). Toward this end, Pulakos, Arad, Donovan, and Plamondon (2000) developed a taxonomy of adaptive job performance similar to the model of job performance developed by Campbell, McCloy, Oppler, and Sager (1993). This model contained eight dimensions of adaptive job performance. Pulakos et al. began their research with a review of various literatures on adaptability and identified six different aspects of adaptive performance. These are shown in Table 1, along with the research references from which they were derived. The diversity of substantive areas that are represented in the research articles cited in Table 1 is a testament to the perceived importance of adaptability across a number of behavioral disciplines. Although the idea that adaptive performance is multi-dimensional was reasonable based on the wide range of behaviors “adaptability” has encompassed in the literature (for example, adapting to organizational change, different cultures, different people, new technology), no published research prior to Pulakos et al. had systematically defined or empirically examined specific dimensions of adaptive job performance. Pulakos et al. conducted two studies to refine the six-dimension model of individual adaptive job performance derived from the literature. In Study 1, over 1,000 critical incidents from 21 different jobs were content analyzed, yielding an eight-dimension taxonomy of adaptive performance. That is, the critical incident analysis produced two additional adaptive performance dimensions that are shown at the bottom of Table 1.