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The purpose of this paper is to develop a theory of preventive health management for high-risk employees, who are the 1-3 percent with a propensity to become dangerous.

The paper reviews the literature and design a prevention model for high-risk employees that relies on primary, secondary, and tertiary surveillance indicators as well as prevention methods. The behaviors of these employees are often not accidental, even if not always intentional.

Primary prevention through organizational socialization and supervision can reduce emergence of high-risk employees. Early identification through secondary surveillance then prevention of incivility and deviance can deter escalation to violent behavior. When high-risk employees become dangerous and violent, tertiary prevention calls for containment, caregiving, forgiveness, and resilience.

The paper suggests that HR professionals can advance health, well-being, and performance while averting danger and violence by identifying and managing high-risk employees, anticipating their needs, and providing supportive resources and advising.

The paper applies public health prevention to deviant and violent employees.

The purpose of the study is to examine the relationship between the value of created knowledge and financial performance. It also assesses how knowledge breadth moderates the aforementioned relationship.

Focusing on the US biotechnology industry, the study matches patents data from the National Bureau of Economic Research and the United States Patent and Trademark Office with firms’ data from COMPUSTAT. Generalized least squares estimation is used as an analytical technique, and random-effects models are used to evaluate effects of the independent variables based on both within- and between-organization variances.

The findings reveal that biotechnological firms that create knowledge of higher values are likely to have higher financial performance than those creating knowledge of less value. Moreover, knowledge breadth is shown to positively moderate the relationship between knowledge value and firm performance.

Some of the limitations include not controlling for more firm-related and environmental factors that might have influenced firm performance.

The study provides evidence that the quality of knowledge should be significantly considered when creating new knowledge. That is, managers should prioritize the creation of highly valuable knowledge, even if it occasionally results in creating fewer numbers of patents. The paper also suggests that creating valuable knowledge that is broad and flexible should be an important objective for managers as it provides more opportunities to generate future rents.

The study emphasizes how the value of created knowledge impacts the financial performance of firms. It also illustrates how knowledge breadth moderates that relationship. The paper contributes to a stream of research that links knowledge management abilities and firm performance.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper develops a theory of preventive health management for high-risk employees. It also designs a prevention model which reveals the way these employees should be handled. While early intervention is ideal, certain steps can be taken even when a problem has escalated to dangerous levels.

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field.

The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives.

There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen.

The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level.

The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking.

The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

Sexual harassment and discrimination are continuing and chronic workplace problems (Quick & McFadyen, 2017) that affect the health, well-being and socio-economic future of victim/survivors (Blau & Winkler, 2018). Despite this, management and leadership education have been primarily addressing this workplace issue from a legal responsibility perspective and using preventative strategies such as promoting the value of equity, diversity, inclusion and belongingness and explaining the importance of safe, healthy and respectful workplaces. While the establishment of policies, human rights training and disciplinary procedures are undeniably important, rarely do business educators prepare future managers to engage with employees in trauma-informed, compassionate and respectful ways. The co-authors have used a collective restorying process to engage in co-designing a workshop for early career managers and students of management and leadership. The workshop includes iterative exploration of the language and authentic performativity of unbiased compassion while engaging in collective reflexivity. The basis of the workshop centres the research proposition that to support a claimant the manager must performatively lead with authentic compassion while using unbiased language in order to assure procedural justice while mitigating procedural trauma. Early career managers, and hence their organizations, are ill-equipped to deal with workplace investigations of sexual harassment and discrimination. By collectively exploring and practicing unbiased compassion, managers will not only be more prepared to respond to a claim of sexual harassment or discrimination, but they will also reduce employee's felt sense of procedural trauma and increase the organization's likelihood of due diligence.

Historical women played a key role as social advocates for people and most especially, children of immigrant families. Educators for social justice bring lives and actions of women into the social studies curriculum and instruction to inspire students to become critically questioning citizens who stand up for all citizens in society. Following the societal code of authority is not always the moral and ethical course of action. Social action takes conscientious courage and a strong sense of morality to stand up for the least among us.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

A point repeatedly brought forward for the defence, or at all events for the purpose of mitigating the fine, in adulteration cases, is the statement that defendant's goods have been analysed on former occasions and have been found genuine. As illustrating the slight value of analyses of previous samples may be taken the average laudatory analyses on patent or proprietary foods, drinks, or medicine. The manufacturer calculates—and calculates rightly—that the general public will believe that the published analysis of a particular specimen which had been submitted to the analytical expert by the manufacturer himself, guarantees all the samples on the market to be equally pure. History has repeatedly proved that in 99 cases out of 100 the goods found on the market fall below the quality indicated by the published analyses. Not long ago a case bearing on this matter was tried in court, where samples of cocoa supplied by the wholesale firm were distributed; but, when the retailer tried to sell the bulk of the consignment, he had repeated complaints from his customers that the samples were a very much better article than what he was then supplying. He summoned the wholesale dealer and won his case. But what guarantee have the general public of the quality of any manufacturer's goods—unless the Control System as instituted in Great Britain is accepted and applied ? Inasmuch as any manufacturer who joins the firms under the British Analytical Control thereby undertakes to keep all his samples up to the requisite standard; as his goods thenceforth bear the Control stamp; and as any purchaser can at any time submit a sample bought on the open market to the analytical experts of the British Analytical Control, free of any charge, to ascertain if the sample is up to the published and requisite standard, it is plain that a condition of things is created which not only protects the public from being cheated, but also acts most beneficially for these firms which are not afraid to supply a genuine article. The public are much more willing to buy an absolutely guaranteed article, of which each sample must be kept up to the previous high quality, rather than one which was good while it was being introduced, but as soon as it became well known fell off in quality and continued to live on its reputation alone.

We can by no means join in the pæan of self‐satisfaction which is sounded in the Library Association Record for January. There it is urged that three important months have passed since the Conference, and that they have been fruitful in energetic work and that the harvest is visible in the Council notes published in the same number. We have read them with sympathetic and critical care, but while we see evidence that some of the points raised at the Library Association Conference in October have been considered, we see very few results have been achieved. Questions we would ask are these:—