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Dam industry projects have significant economic, social and environmental impacts. However, very little has been carried out to improve their lifecycle performance. The purpose of this study is to identify success criteria applicable to different stages of such projects.

This study adopted a quantitative research design where the potential success criteria for dam engineering projects were evaluated. The applicable success criteria were determined for the four phases of project lifecycle by three rounds of Delphi technique with the participation of experts from dams industry in Australia.

The findings of this research suggest that project success is a multidimensional notion and varies over lifecycle of projects. This study on project success criteria shows that certain criteria can be applied to measure success in different phases over lifecycle of Australian dam industry projects.

The results of this research present the first exclusive quantitative assessment of success criteria for dams industry. The success criteria presented in this study enable project practitioners to measure success at various stages of dam industry projects. This can serve as a tool to put more management efforts into achieving success on those criteria.

The Volkswagen (VW) emissions scandal was one of the largest examples of organizational wrongdoing in corporate history, costing the firm immense damage to its reputation and over $33 billion in fines, penalties, financial settlements, and buyback costs. In this paper, we draw on the concept of boundary work to provide insight into the causes of wrongdoing at VW. Supplementing other work on the scandal, we show how the ways in which boundaries became established in the organization resulted in an internal context that defined “in” and “out” groups, normalized certain behaviors, and limited communication across intraorganizational boundaries. This allowed wrongdoing to not only become established but also to go unchallenged. We provide contributions to broader understandings of organizational wrongdoing and to the temporal unfolding of boundary work by theorizing how a combination of cognitive, horizontal, and vertical boundaries can create an infrastructure of organizational design that permits organizational wrongdoing, prevents it being challenged, and ultimately normalizes it in everyday activities.

This study explores the role of both trait-like (i.e. adaptability) and situational (previous small business ownership and rurality) variables, on entrepreneurial identity (EI) through a social identity theory lens.

Path analysis was used on 376 individuals from across the United States who met various criteria and were recruited using Prolific.

Adaptability and previous small business ownership were found to be predictors of EI. Findings also highlight the moderating role of adaptability on the previous small business ownership-EI and rurality-EI links. Notably, highly adaptable individuals who have previously owned businesses tend to hold more of an EI, and those who are less adaptable and live in rural locations also tend to hold less of an EI.

Understanding the conditions under which individuals are likely to hold more of an EI may provide several benefits to organizations and individuals within society, including information that can be used to develop more fine-tuned career counseling and training, risk management strategies, and a more calculated allocation of finite resources.

Despite both personal trait-like (i.e. focus/adaptability) and situational (i.e. rurality and previous small business ownership experience) factors likely playing a crucial role in the formation of individuals' perceptions, previous work has largely ignored their interaction in the development of EI. The authors test a model encompassing trait-like (i.e. focus/adaptability) and situational (rurality, previous small business ownership experience) predictors of EI, along with their interactive effects, and illuminate a more holistic picture of EI's antecedents.

Certified B Corporations (B Corps) represent a prominent manifestation of applying stakeholder principles in practice by emphasizing social and environmental performance and striving to create value for all stakeholders. This paper aims to investigate an important question that has been unexplored so far in a vast body of literature on stakeholder management and fast-growing research on B Corps: does the timing of a B Corp’s certification impact the firm’s economic and social performance?

The research on the timing of obtaining B Corp certification is built around three intriguing puzzles: the impact of certification timing on a firm’s economic performance, social performance overall and social performance per stakeholder. In particular, the study examines the relationship between B Corp’s certification date and firms’ financial and social performance between 2017 and 2020.

Based on the data from 168 privately owned B Corps in the USA, the results of our study suggest that while there is no financial benefit associated with earlier certification, there are significant improvements in social performance. Yet, a firm’s social performance improvement is not uniform among its stakeholders.

This study explored the impact of B Corp certification’s timing on the firm’s economic performance within only three years, from 2017 to 2019. This limitation comes from the specifics of the PrivCo database. Measuring a firm economic performance over a longer period may benefit the research on B Corp certification’s timing and which can be a promising path for future research.

When it comes to practical implications, it is important that firms deciding to pursue a B Corp certification understand that certification may not result in an immediate financial impact. This practical implication, though, may need to be calibrated depending on the extent to which participating organizations publicize their certification.

Despite the growing popularity of B Corps in the USA and worldwide, it has been a black box when it comes to understanding when exactly firms should start to pursue B Corp certification to enhance their social value creation. Thus, this study is well timed to contribute to unpacking this black box by showing that the earlier a firm obtains B Corp certification, the more social value it would create. To the best of the authors’ knowledge, this is the only study to date that explored the social performance implications of timing to certify as a B Corp.

When it comes to practical implications, it is important that firms deciding to pursue a B Corp certification understand that certification may not result in an immediate financial impact. This practical implication, though, may need to be calibrated depending on the extent to which participating organizations publicize their certification.

This study aims to investigate specific green-brand affect in terms of commitment and connection through the morality–mortality determinants of consumer social responsibility and the assumptions of terror management theory in the proposed three-layered framework. Religiosity serves as a moderator within the framework.

Data are collected in Taipei, Taiwan, while quota sampling is applied, and 420 valid questionnaires are collected. The partial least squares technique is applied for data analysis.

With the contingent role of religiosity, consumer social responsibility influences socially conscious consumption, which in turn drives the commitment and connection of green-brand affect. The death anxiety and self-esteem outlined in terror management theory influence materialism, which then drives green-brand commitment; however, contrary to expectations, they do not drive green-brand connection.

By considering green brands beyond their cognitive aspects and into their affective counterparts, morality–mortality drivers of green-brand commitment and green-grand connection are explored to provide unique contributions so as to better understand socially responsible consumption.

Merely being known as a highly ethical or strong performer cannot shield a company from every kind of crisis. From product failures to environmental and social issues, a brand’s ability to manage crises and rapidly regain consumer trust is essential. This study aims to explore whether consumer perceptions of a brands’ prior commitments to two different areas of corporate responsibility (social and product responsibility) alleviate the postcrisis attribution of accountability and further build brand resilience, examining differences between two types of crisis situations – values versus performance crises.

A scenario-based online survey on product versus ethical labor issues was conducted. The data were collected from a highly valid, nationwide sample set of more than a thousand US consumers. Multigroup structural equation modeling was used as the primary data analysis method.

A brand’s precrisis commitment to social responsibility was found to decrease attribution of accountability across both types of crises. It also strengthened brand resilience, but this effect was more prevalent in a performance than a values crisis. The effects of precrisis commitment to product responsibility on brand resilience were minimal or insignificant across crisis types.

Previous research underexplores which types of corporate responsibility commitments provide a firm with a better protection against crises. This study significantly advances the knowledge regarding the type of commitments that can substantially increase brand resilience, which supports the rationale of making stronger commitments to social responsibility than to product responsibility. Practical insights are provided into how investments in corporate social responsibility help alleviate consumers’ negative perceptions during the outbreak of a brand crisis and build more brand muscle that enables resilience against future crises.

Sport organizations increasingly emphasize their support for lesbian, gay, bisexual, transgender and queer (LGBTQ) inclusion by promoting a perfect score on the Athlete Ally Equality Index, partnering with nonprofits to increase awareness of LGBTQ individuals in sport (e.g. Rainbow Laces campaign), or hosting a pride night for LGBTQ fans. Despite these and similar efforts, LGBTQ fans historically have felt unwelcome in sport settings, thereby signaling the need for inclusive fan codes of conduct. The purpose of this study was to examine both the prevalence and antecedents of such policies.

Using publicly available data sources, the authors focused on 350 Division 1 college athletic departments in the USA.

Results illustrate factors at both the macro (i.e. institution) and meso- (i.e. athletic department) levels interact to explain whether a school will possess a fan code of conduct. Specifically, research-intensive institutions with strong gender equity are more likely to possess a code of conduct than schools that are not research oriented and have weak gender equity. This project extends the understanding of LBGTQ inclusion in the sports industry.

The current study is the first to examine the prevalence and predictors of LGBTQ-inclusive fan codes of conduct. Understanding these dynamics can help athletic programs that want to create safe and inclusive sport spaces for LGBTQ fans and spectators.

This paper points out that common human resource manageement (HRM) research and practice have overlooked employee's class of origin. Workers' class of origin can be seen as “the elephant in the room” in current HRM, being that it significantly affects organizational decision-making with negative social (increased class-based inequality) and organizational (inefficient allocation of human re-sources) effects.

The paper summarizes the partial, fragmented and multi-disciplinary literature on HRM and employees’ social class of origin.

The paper shows how recruiting, selection, training and development practices systematically reinforce class-based inequality by providing high-class employees with more resources and opportunities compared to low-class employees.

The paper provides sustainable HR practitioners, educators and researchers with recommendations on how to address employees' social class of origin, improving organizational competitive advantage and reducing class-based inequality at the societal level.

The paper focuses on a topic which, in diversity management, is an elephant in the room (i.e. workers social class of origin).