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How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

We investigate the social and legal blame that investors assign to auditors following unfavorable outcomes using the precision of accounting guidance described as principles-based (i.e., less-precise) or rules-based (i.e., more precise), and why investors assign blame at differing levels. We also examine how the precision of accounting guidance is related to perceptions of auditors’ ethical characteristics. We posit that blame assigned to auditors differs based on auditors’ perceived decision-making control. Results indicate a significant association between the precision of accounting guidance and social blame, and a positive association between social blame and legal blame under standards described as less-precise. Investors are also more likely to make negative evaluations of the auditor’s ethical characteristics under less-precise accounting following an unfavorable outcome, which helps explain the association between social and legal blame. Our findings suggest that auditors could face additional blame as a result of a trend toward less-precise accounting guidance, with investors being more likely to question the auditors’ ethical characteristics following unfavorable outcomes.

Part-time employment is a vital portion of the U.S. labor force, yet research to date has provided only limited insights into how to successfully create and manage this sector of the workforce. We propose that these limitations are due, at least in part, to an inadequate explication of the levels issues inherent in this area. In this article, we present a summary framework of constructs at the economic, industry, organization, individual, and work levels that influence part-time work arrangements. We then specify a cross-level moderator model that examines how the number of hours worked by employees influences their attitudes and behaviors. We posit that this relationship is moderated by a number of contextual effects at multiple levels. Using this sample model, we demonstrate the way in which researchers examining part-time work arrangements can effectively address levels issues. Our article concludes with a discussion of the implications that this summary framework has for researchers, practitioners, and policy makers.

In 2012, the New York Department of Financial Services threatened to revoke Standard Chartered Bank’s U.S. license for alleged money laundering violations involving Iran. The bank’s settlement with US regulators and law enforcement cost the bank approximately $1.099 billion. In 2013, as a signal that no bank was too big to jail, the Holding Individuals Accountable and Deterring Money Laundering Act was introduced into the U.S. Congress. We focus on a clinical examination of the Standard Chartered money laundering case and examine the role of the US regulators and law enforcement in the settlement.

This chapter came about, after five years of working with the Ngadjuri community on speculative student cultural centre designs. Ideation for those conversations and studio-based interactions, in addition to time and cultural tours spent on Country, revealed a variety of opinions and hopes that exist within the Ngadjuri community for a place to celebrate their cultural heritage. This heritage has an incredible history, and the idea of a cultural centre has been topical since the late Uncle Vince Copley Senior worked with other Ngadjuri community members such as Robert Rigney, on Country and in an advocacy role for Ngadjuri more than 30 years ago. This series of yarnings from a two-part transcription process re-awakens those desires of Elders now passed. The transcriptions are complemented with literature around yarning as a research methodology that delivers current, immediate, and insightful personal thoughts, although only as personal as the lead yarner wishes to share. In addition, the literature contextualises the key themes of which the yarnings divulge. Research has indicated how yarning interactions and interrelationships create a unique dynamic between the researcher and the community members. It is these rich experiences where knowledge is shared in a two-way exchange that is noteworthy for the galleries, libraries, archives, and museums [GLAM] sector. GLAM sector priorities must implement policy to pursue future Indigenisation of their epistemological methods and ontological systems. To address any future data curation of Ngadjuri cultural heritage materials on Country or in GLAM, hearing the personal stories and desires seemed timely and necessary.