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The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent.

This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature.

Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations.

The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges.

This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.

This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).

Data were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.

Results of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.

The relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.

This study examines the theoretical and empirical relationships between LM&SS, human resource management (HRM), climate for LM&SS and outcomes (employee well-being and performance) in hospitals. As part of this research, the authors examine the interplay between “hard” and “soft” practices for LM&SS and “soft” HR practices.

A cross-sectional, multisite survey study covering all internal service units at all eight Dutch university hospitals was conducted (42 units, N = 218 supervisors, N = 1,668 employees), and multivariate multilevel regression analyses were performed.

A systems approach involving “soft” LM&SS practices that are specifically HR-related has a positive effect (β is 0.46) on a climate for LM&SS. A climate for LM&SS is not related to perceived performance or employee health. It is, however, positively related to employee happiness and trusting relationships (both βs are 0.33). We did not find that a climate for LM&SS had a mediating effect.

This study shows that a balanced approach involving both “hard” and “soft” factors is crucial to achieving the desired breadth and depth of LM&SS adoption at the macro, meso, and micro levels. The authors found that a climate for LM&SS positively affects employee well-being in hospitals.

In their attempt to create mutual gains for both their organization and their employees, hospitals that adopt LM&SS should foster a climate for LM&SS by embracing a balanced approach consisting of both “hard” and “soft” practices, thereby internalizing LM&SS at the macro, meso, and micro levels.

This is one of the first studies to examine in-depth the impact of “hard” and “soft” LM&SS on both employee well-being (subdivided into different components) and performance in healthcare, as well as the role of “soft” HRM in this relationship. Linking LM&SS, HRM and outcomes to a climate for LM&SS is relatively a new approach and has led to a deeper understanding of the mechanisms underpinning the internalization of LM&SS in healthcare.

This study aims to fill a gap in the literature. The notion of giveaways/free has not been well addressed in management history literature and arguably is a valuable contribution in that it has a strategic dimension.

This paper is conceptual. It is a structured survey of ideas/opinions about the notion of “free” in commercial endeavor. The survey is organized largely from a historical perspective.

Several categories of “free” are delineated and placed into a historical and strategic context.

The work has strategic implications and lays out a new research agenda for management historians.

The purpose of this empirical case study is to study and explain the role of public leadership in the expansion of municipal climate action in Canada.

In 2017 and 2018, the authors conducted13 semi-directed interviews with municipal staff and elected officials from three municipalities, a documentary analysis of primary and secondary sources. Interviews and documentation collected were also coded using the software NVIVO 12. The authors compared three municipal case studies: the City of Toronto (Ontario), the City of Guelph (Ontario), and the Town of Bridgewater (Nova Scotia).

The authors found that leadership is a prominent factor explaining the expansion of municipal climate action in Canada. Municipal climate action is initiated and championed by an individual, elected officials or municipal staff, who lead and engage in the development of policy instruments to mitigate and/or adapt to climate change. These leaders facilitate the formulation and implementation of instruments, encourage a paradigm shift within the municipality, overcome structural and behavioural barriers, and foster collaboration around a common vision. Optimal municipal climate leadership occurs when the leadership of elected officials and municipal is congruent, though networks play a significant role by amplifying municipal sustainability leadership. They support staff and elected officials leadership within municipalities, provide more information and funding to grow the capacity of municipalities to develop instruments, to the point that conditions under which municipalities are driving climate action are changing.

This paper hopes to contribute to better understand under what conditions municipalities drive change.

There is an international scholarly recognition that municipalities should be further explored and considered important actors in the Canadian and international climate change governance. Gore (2010) and Robinson and Gore (2015) highlighted that we are yet to understand the extent to which municipalities are involved in climate governance in Canada. This article directly addresses this gap in the current scholarly literature and explores the expansion of climate municipal leadership with the aspects of interviews.

COVID-19 pandemic has significantly influenced human society; statistics have shown many countries ended 2020 with minimal or even negative economic growth. This pandemic proved that development biased to economic issues without considering other factors such as social and environmental is not sustainable, and it can even be the source of the crisis. This paper aims to discover plausible alternative futures at the macrolevel where nations, businesses and societies can change routines, and approach to a better peaceful future.

To accomplish this, trends emerged after the COVID-19 pandemic are studied and some uncertainties are identified. At the intersections of uncertainties, scenarios are shaped based on the Global Business Network (GBN) methodology. GBN helps to draw macrolevel images about plausible futures. The main uncertainties rose from three different but interconnected natures including: approach to the globalization (social perspective), approach to the concept of value (business perspective) and approach to the governance (states/governance perspective). Each uncertainty can take two extreme alternatives; consequently, eight scenario spaces with different probability are formed by the intersection of alternatives. Then the most favorable scenario is introduced and strategies are proposed to achieve a better future.

In the current paradigm in which countries will sacrifice the environment for economic growth in the race to rapidly rebuild their economy, concerns for the post-COVID-19 will continue to mount. While, in the favorable scenario, value creation is sought in sustainable development. This means deviation from a favorable scenario to achieve short-term goals is completely predictable. Although we have learned that the COVID-19 pandemic is controllable and manageable as time goes by, but no effort or commitment has been seen in the governments to eradicate the COVID-19 sources (at least till today).

The main originality of this research appeared in the practical aspect. This paper analyzes and projects scenarios at the global level and studies challenges that societies, governments and businesses are facing in the modern world with biased development paradigms. Moreover, different viewpoints to deal with global crisis are assessed and criticized.

This study aims to gain an understanding from parents and teachers about the types of food provision practices and venues, and the food-related policies and rules in primary schools in Australia; and investigate any differences in the presence of policies and rules based on the school location and school type.

Data were collected via two online surveys from August 2019 to March 2020. Descriptive statistics were employed to analyse quantitative responses. Respondents' written responses to food-related policies were categorised into groups.

The two most common food provision services were canteen and lunch order services (mentioned by 72 and 55% of respondents, respectively). Of the 425 respondents whose schools had a canteen (parents and teachers together), 62% reported their school implements a healthy school canteen policy. Significantly more parents compared to teachers, and more respondents from government schools compared to non-government schools stated that their school had implemented such a policy. Approximately half of the respondents (47%) stated their school had implemented other food-related policies and/or rules. These policies or rules belonged to four categories: avoiding certain foods, avoiding food sharing, avoiding food packages and promoting healthy eating.

This study shows the disparities exist in implementing food-related policies among primary schools in Australia. Nutrition promoters and policy planners should consider these results and find the best mechanisms to minimise the gaps in policy implementation.

This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.

Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.

Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.

Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.

This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

Procedurally just policing positively affects legitimacy regardless of differences in some demographic and neighborhood characteristics. Yet, less is known about how critical citizen views of police influence the effect of procedural justice on legitimacy. Citizen Black Lives Matter (BLM) support is an indicator of views toward police and provides a useful measure to test the procedural justice invariance thesis. The purpose of this study is to examine if BLM support moderates the effect of procedural justice on legitimacy.

Data from a survey experiment of Americans (n = 363) are used to explore whether BLM support moderates the effect of procedural justice on legitimacy.

Results suggest BLM support is negatively associated with encounter-specific perceptions of police legitimacy and provides tentative evidence suggesting BLM support moderates the effect of the decision-making element of procedural justice on legitimacy. Specifically, the interaction suggests that at higher levels of BLM support, procedurally unjust decision-making reduces legitimacy. However, there was little erosion of legitimacy among BLM supporters during procedurally just encounters.

This study tests the procedural justice invariance thesis in a BLM context. Results support an association between BLM support and encounter-specific perceptions of police legitimacy and provide preliminary evidence that the effect of procedural justice on legitimacy may vary by levels of BLM support.

The effectiveness of rhetorical structure is essential to communicate key messages in research articles (RAs). The interdisciplinary nature of library and information science (LIS) has led to unclear patterns and practice of using rhetorical structures. Understanding how RAs are constructed in LIS to facilitate effective scholarly communication is important. Numerous studies investigated the rhetorical structure of RAs in a range of disciplines, but LIS articles have not been well studied.

In this study, the authors encoded rhetorical structures to 2,216 articles in the Journal of the Association for Information Science and Technology covering a period from 2001 to 2018 with the approaches of co-word analysis and visualization. The results show that the predominant rhetorical structures used by LIS researchers follow the sequence of Introduction-Literature Review-Methodology-Result-Discussion-Conclusion (ILMRDC).

The authors' temporal examination reveals the shifts of evolutionary pattern of rhetorical structure in 2008 and 2014. More importantly, the authors' study demonstrates that rhetorical structures have varied greatly across research areas in LIS community. For example, scholarly communication and scientometrics studies tend to exclude literature review in articles.

The present paper offers a first systematic examination of how rhetorical structures are used in a representative sample of a LIS journal, especially from a temporal perspective.