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The purpose of this paper is to gain an understanding of the public's beliefs, attitudes and knowledge regarding rockfalls, and to see whether these variables could predict whether a person is likely to enter high‐risk rockfall areas.

A questionnaire was developed to measure beliefs (informed by the health belief model), knowledge, and previous behaviour in relation to rockfalls. Questions were also included to measure attitudes regarding rockfall caution signs. In total, 138 members of the general public completed the questionnaire.

High‐risk behaviour was more likely if the person was male and if the person had the belief that sign‐posted high‐risk areas were not dangerous. Further, believing that the sign‐posted areas were not dangerous was more likely among people who held negative attitudes towards cautionary signs; specifically, these participants were more likely to doubt the validity of the warning signs.

The research was exploratory in nature. Further research should be conducted with a larger sample size and a more random selection of the general population. Ways of improving measurement of the variables are discussed.

Efforts should be made to increase the public's perception of the validity of rockfall cautionary signs. Doing so may decrease injury and death as a result of rockfalls. Suggestions on ways to increase the validity of signage are made.

It is presumed that this study is the first to attempt to gain an understanding of the beliefs and attitudes that may lead a person into engaging in high‐risk behaviour in relation to rockfalls.

This paper aims to investigate the effect of mining supervisor behaviour, safety motivation and perceived job insecurity on Ghanaian underground miner’s safety citizenship behaviour.

The authors proposed a conceptual framework that tested supervisor behaviour as an independent variable, safety motivation as a mediator variable, perceived job insecurity as a moderator variable and safety citizenship behaviour as a dependent variable. The authors tested the hypothesized relationships using 351 valid responses collected through a structured questionnaire using hierarchical regression analysis.

Results revealed that both components of supervisor behaviour significantly influenced safety motivation and safety citizenship behaviour. Furthermore, safety motivation could mediate the relationships between both components of supervisor behaviour and safety citizenship behaviour. Also, perceived job insecurity failed to moderate the relationship between safety motivation and safety citizenship behaviour.

This current study is vital for managerial practices. The complex conceptual framework also contributes to offering different ways of understanding how supervisors’ behaviours can catalyze improvement or worsen safety outcomes.

This article considers what has happened in the 20 years since REIO was founded. The article argues that in sub-Saharan Africa many of those self-same issues currently continue to plague Africans, and that these issues urgently need to be addressed if we are going to improve morality in Africa. In exploring these issues, we considered the circumstances which the Victorian novelist, Anthony Trollope (1815–1882), experienced when he lived in Ireland during the Irish famine. Our article argues as to the very similar circumstances which led to the Irish famine and, currently, lead to the recurrent famines in sub-Saharan Africa. Trollope explored both the causes and the ramifications of the Irish famine in his novel Castle Richmond. According to Trollope, many of the effects of the Irish famine could have been averted if those in the community able to help had had the necessary moral willpower to do so. Trollope was an extremely keen fox-hunter and argued as to the communal benefits of fox-hunting. The article also considers a current devotee of fox-hunting, the Oxford philosopher Roger Scruton, and we explore Scruton’s arguments as to the benefits of local communities. We argue that Scruton’s conservative arguments have much in common with that of the renowned communitarian, Michael Sandel. And that if their arguments were seriously considered much of what the Zambian economist Dambisa Moyo fears for her fellow sub-Saharan Africans might be avoided.

This paper argues that the combination of factors that facilitate focal and peripheral vision represent two distinct types of knowledge corridors. While focal vision may help detect signals that relate to the current objectives of the firm, peripheral vision is directed to non-central issues that may provide signals that relate to emerging trends in the external environment. Ambidexterity vision refers to the tension between these two different business visions within the same organization. This paper aims to examine the significance of procedural memory to an organization’s ambidexterity vision, along with investigating the impact procedural memory has on organizational learning.

The research conducted in this study addresses the following two questions: Does the enhancement of procedural memory result in the development of superior ambidexterity vision? Does the simultaneous development of both focal and peripheral vision enhance organizational learning? These research questions are studied by conducting an empirical investigation involving data provided by 203 banking employees. These data are analysed using a structural equation modelling approach.

Analysis of the data provides support for the existence of a relationship between ambidexterity vision and organizational learning.

The findings suggest that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes.

This work suggests that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes.

The purpose of this paper is to examine the complex and shifting relationship between the Anglo American Corporation (Anglo) and the South African State (“the State”) as reflected in Anglo’s annual reports.

This paper builds on research on the role of annual reports in ideological conflict. To examine the ongoing relationship between Anglo and the State, the authors read all the annual reports published by Anglo American from 1917 to 1975, looking for instances in which the corporation appeared to be attempting to address, criticise, compliment, or implore the State.

During the period under study, despite the apparent struggles between the South African State and Anglo American, the relationship between the two was primarily symbiotic. The symbolic confrontation engaged in by these two behemoths perpetuated the real, physical violence perpetrated on the oppressed workers. By appearing to be a liberal opponent of apartheid, Anglo was able to ensure continued investment in South Africa.

The examination of decades’ worth of annual reports provides an example of how these supposedly neutral instruments were used to contest and sustain power. Thereby, Anglo could continue to exploit workers, reap enormous profits, and maintain a fiction of opposition to the oppressive State. The State also benefited from its support of Anglo, which provided a plurality of tax revenue and economic expansion during the period.

This paper provides insights into the ways the State and other institutions sustain each other in the pursuit of economic and political power in the face of visible and widely condemned injustices. Although they frequently contested each other’s primacy, both benefited while black South African miners suffered.

The Secretary of State for Education and Science, Mr Anthony Crosland, made a statement in the Commons on university education in Wales and the future of the Welsh College of Advanced Technology.

This literature review is on advanced computer analytics, which is a major trend in the field of Human Resource Management (HRM). The authors focus specifically on computer-assisted text analysis (CATA) because text data are a prevalent yet vastly underutilized data source in organizations. The authors gathered 341 articles that use, review, or promote CATA in the management literature. This review complements existing reviews in several ways including an emphasis on CATA in the management literature, a description of the types of software and their advantages, and a unique emphasis on findings in employment. This examination of CATA relative to employment is based on 66 studies (of the 341) that bear on measuring constructs potentially relevant to hiring decisions. The authors also briefly consider the broader machine learning literature using CATA outside management (e.g., data science) to derive relevant insights for management scholars. Finally, the authors discuss the main challenges when using CATA for employment, and provide recommendations on how to manage such challenges. In all, the authors hope to demystify and encourage the use of CATA in HRM scholarship.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

This paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.

This is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.

Only two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.

Perceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.

To generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.

While organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.