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Research consistently shows that non-scientific bias, equity, and diversity trainings do not work, and often make bias and diversity problems worse. Despite these widespread failures, there is considerable reason for hope that effective, meaningful DEI efforts can be developed. One approach in particular, the bias habit-breaking training, has 15 years of experimental evidence demonstrating its widespread effectiveness and efficacy.

This article discusses bias, diversity, equity, and inclusion (DEI) efforts from the author’s perspective as a scientist–practitioner – the author draws primarily on the scientific literature, but also integrates insights from practical experiences working in DEI. The author provides a roadmap for adapting effective, evidence-based approaches from other disciplines (e.g. cognitive-behavioral therapy) into the DEI context and review evidence related to the bias habit-breaking training, as one prominent demonstration of a scientifically-validated approach that effects lasting, meaningful improvements on DEI issues within both individuals and institutions.

DEI trainings fail due to widespread adoption of the information deficit model, which is well-known as a highly ineffective approach. Empowerment-based approaches, in contrast, are highly promising for making meaningful, lasting changes in the DEI realm. Evidence indicates that the bias habit-breaking training is effective at empowering individuals as agents of change to reduce bias, create inclusion, and promote equity, both within themselves and the social contexts they inhabit.

In contrast to the considerable despair and pessimism around DEI efforts, the present analysis provides hope and optimism, and an empirically-validated path forward, to develop and test DEI approaches that empower individuals as agents of change.

Authenticity has been studied from a variety of disciplinary perspectives, leading to a rich but confused literature. This study, a review, aims to compare the psychology and sociology/tourism definitions of authenticity to clarify the concept. From a psychological perspective, authenticity is a mental appraisal of an object or experience as valued leading to feelings and summative judgements (such as satisfaction or perceived value). In objective authenticity, a person values the object due to belief in an expert’s opinion, constructive authenticity relies on socially constructed values, while existential authenticity is based on one’s self-identity. The resultant achievement of a valued goal, such as seeing a valued object, leads to feelings of pleasure. Sociological definitions are similar but based on different theoretical antecedent causes of constructed and existential authenticity. The paper further discusses the use of theory in tourism and the project to develop tourism as a discipline. This project is considered unlikely to be successful and in turn, as argued, it is more useful to apply theory from other disciplines in a multidisciplinary manner. The results emphasise that it is necessary for tourism researchers to understand the origins and development of the concepts they use and their various definitions.

The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more crises, thus this paper aims at identifying key topics around organizational resilience in COVID-19 times, differentiating them of pre-crisis literature and synthesizing them into a research framework.

Based on Web of Science and Scopus, the authors analysed the content of the only twenty-seven VHB-ranked primary studies discussing organizational resilience during COVID-19, providing a complete survey of this research area.

Following a content analysis, the authors identified main topics of interest for researchers at the moment of COVID-19, how it differed from before this adversity and provide an outlook on future research. The results presented include in the COVID-19 context: an adapted definition of organizational resilience, key theoretical framework, insights for future research. Some topics have been found to be increasingly more important during COVID-19 (i.e. digitalization, partnerships and learning) while others have been less explored although present in pre-COVID-19 research on organizational resilience (i.e. dynamic capabilities, anticipation and preparedness).

Understanding key issues in global disruptions could help practitioners in fostering resilience as much as researchers in identifying new ways to advance and maintain resilience. This paper differs from other reviews by providing a full text analysis, based on qualitative content analysis, of all ranked published papers in the considered period.

This paper aims to assess how patient safety culture and incident reporting differs across different professional groups and between long-term and acute care. The Hospital Survey On Patient Safety Culture (HSPOSC) questionnaire was used to assess patient safety culture. Data from the organizations’ incident reporting system was also used to determine the number of reported patient safety incidents.

Patient safety culture is part of the organizational culture and is associated for example to rate of pressure ulcers, hospital-acquired infections and falls. Managers in health-care organizations have the important and challenging responsibility of promoting patient safety culture. Managers generally think that patient safety culture is better than it is.

Based on statistical analysis, acute care professionals’ views were significantly positive in 8 out of 12 composites. Managers assessed patient safety culture at a higher level than other professional groups. There were statistically significant differences (p = 0.021) in frequency of events reported between professional groups and between long-term and acute care (p = 0.050). Staff felt they did not get enough feedback about reported incidents.

The study reveals differences in safety culture between acute care and long-term care settings, and between professionals and managers. The staff felt that they did not get enough feedback about reported incidents. In the future, education should take these factors into consideration.

Drawing on the stereotype content model (SCM), the authors investigate the stereotype content transfer (in terms of warmth and competence) from country to brand and the simultaneous impact of these two stereotypes on consumer responses toward brands.

The authors test a structural equation model conceptualizing brand stereotypes as full mediators between country stereotypes and consumer outcomes. In addition, in a moderated mediation analysis, the authors investigate the role of brand typicality and utilitarianism/hedonism in potentially moderating the country to brand stereotype content transfer.

Country warmth and competence, respectively, impact brand warmth and competence, thus confirming the hypothesized stereotype content transfer. This transfer is found to be robust and not contingent on brands' perceived typicality of their country of origin. However, brands' utilitarian nature amplifies the positive impact of country competence on brand competence. Finally, brand stereotypes fully mediate the impact of country stereotypes on consumers' brand attitudes and behavioral intentions.

The authors provide the first empirical attempt that (1) explicitly differentiates between consumers' stereotypical perceptions of countries and stereotypical perceptions of brands from these countries, (2) empirically examines the transfer of stereotypical dimensions of different targets (i.e. country to brand), (3) explores boundary conditions for such transfer and (4) simultaneously considers the impact of both kinds of stereotypes on managerially relevant consumer outcomes.

Mobile Facebook (m-Facebook) creates many business opportunities for brands and firms while increasingly drawing interest in scientific literature. However, research is scarce on the immersive experiences prompted by m-Facebook, and how these experiences facilitate users’ engagement, their positive attitude towards Facebook and their continued use of it. The paper aims to discuss these issues.

This paper theoretically and empirically analyses m-Facebook users’ immersive experiences, along with their affective and behavioural effects.

The results reveal the important role of imagery, presence and flow in the context of m-Facebook; the interplay between these three immersive phenomena; and the influence the user’s optimum stimulation level has on them.

The investigation offers a foundation for understanding users’ immersive experiences on m-Facebook, and informs practitioners who aim to enhance users’ engagement with, attitude towards, and continued use of m-Facebook content.

The “what is beautiful is good” (WIBIG) effect implies that observers tend to perceive physically attractive people in a positive light. The authors investigate how the WIBIG effect applies to user personas, measuring designers' perceptions and task performance when employing user personas for the design of information technology (IT) solutions.

In a user experiment, the authors tested six different personas with 235 participants that were asked to develop remote work solutions based on their interaction with a fictitious user persona.

The findings showed that a user persona's perceived attractiveness was positively correlated with other perceptions of the persona. The personas' completeness, credibility, empathy, likability and usefulness increased with attractiveness. More attractive personas were also perceived as more agreeable, emotionally stable, extraverted and open, and the participants spent more time engaging with personas they perceived attractive. A linguistic analysis indicated that the IT solutions created for more attractive user personas demonstrated a higher degree of affect, but for the most part, task outputs did not vary by the personas' perceived attractiveness.

The WIBIG effect applies when designing IT solutions with user personas, but its effect on task outputs appears limited. The perceived attractiveness of a user persona can impact how designers interact with and engage with the persona, which can influence the quality or the type of the IT solutions created based on the persona. Also, the findings point to the need to incorporate hedonic qualities into the persona creation process. For example, there may be contexts where it is helpful that the personas be attractive; there may be contexts where the attractiveness of the personas is unimportant or even a distraction.

The findings point to the need to incorporate hedonic qualities into the persona creation process. For example, there may be contexts where it is helpful that the personas be attractive; there may be contexts where the attractiveness of the personas is unimportant or even a distraction.

Because personas are created to closely resemble real people, the authors might expect the WIBIG effect to apply. The WIBIG effect might lead decision makers to favor more attractive personas when designing IT solutions. However, despite its potential relevance for decision making with personas, as far as the authors know, no prior study has investigated whether the WIBIG effect extends to the context of personas. Overall, it is important to understand how human factors apply to IT system design with personas, so that the personas can be created to minimize potentially detrimental effects as much as possible.

Following the surge of documents laying out organizations' ethical principles for their use of artificial intelligence (AI), there is a growing demand for translating ethical principles to practice through AI governance (AIG). AIG has emerged as a rapidly growing, yet fragmented, research area. This paper synthesizes the organizational AIG literature by outlining research themes and knowledge gaps as well as putting forward future agendas.

The authors undertake a systematic literature review on AIG, addressing the current state of its conceptualization and suggesting future directions for AIG scholarship and practice. The review protocol was developed following recommended guidelines for systematic reviews and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA).

The results of the authors’ review confirmed the assumption that AIG is an emerging research topic with few explicit definitions. Moreover, the authors’ review identified four themes in the AIG literature: technology, stakeholders and context, regulation and processes. The central knowledge gaps revealed were the limited understanding of AIG implementation, lack of attention to the AIG context, uncertain effectiveness of ethical principles and regulation, and insufficient operationalization of AIG processes. To address these gaps, the authors present four future AIG agendas: technical, stakeholder and contextual, regulatory, and process. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

To address the identified knowledge gaps, the authors present the following working definition of AIG: AI governance is a system of rules, practices and processes employed to ensure an organization's use of AI technologies aligns with its strategies, objectives, and values, complete with legal requirements, ethical principles and the requirements set by stakeholders. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

For society, the authors review elucidates the multitude of stakeholders involved in AI governance activities and complexities related to balancing the needs of different stakeholders.

By delineating the AIG concept and the associated research themes, knowledge gaps and future agendas, the authors review builds a foundation for organizational AIG research, calling for broad contextual investigations and a deep understanding of AIG mechanisms. For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

Longitudinal studies have shown that consumer satisfaction has increased over the last 15 years, whereas trust and loyalty have decreased during the same period. This finding contradicts the trust–value–loyalty model (TVLM), which posits that higher satisfaction increases consumers' trust, value and loyalty levels. To explain this counterintuitive trend, this study draws on models of trust formation to integrate the stereotype content model and the TVLM. It argues that consumers' occupational and industry stereotypes influence their trust, value and loyalty judgments through their trusting beliefs regarding frontline employees and management practices/policies.

The study was conducted among 476 consumers who were randomly assigned to one of five service industries (apparel retail, airlines, hotels, health insurance or telecommunications services) and asked to rate their current service provider from that industry.

The results suggest that both occupational and industry stereotypes influence consumers' trusting beliefs and trust judgments, although only the effects of industry stereotypes are transferred to consumers' loyalty judgments.

The results of the study indicate that industry stereotypes have become increasingly negative over the last decades, which has a dampening effect on the positive effects of satisfaction.

This study provides guidelines for practitioners regarding the management of frontline employees and the development of consumer trust, value and loyalty.

This is the first study to propose and test an explanation for the counterintuitive trend concerning customer satisfaction, trust and loyalty. It is also the first to examine the roles of multiple stereotypes in the relationship between consumers and service providers.

This study aims to explore nursing home and home care managers’ strategies in handling the COVID-19 pandemic.

This study has a qualitative design with semistructured individual interviews conducted digitally by videophone (Zoom). Eight managers from nursing homes and five managers from home care services located in a large urban municipality in eastern Norway participated. Systematic text condensation methodology was used for the analysis.

The managers used several strategies to handle challenges related to the COVID-19 pandemic, including being proactive and thinking ahead in terms of possible scenarios that might occur, continuously training of staff in new procedures and routines and systematic information sharing at all levels, as well as providing different ways of disseminating information for staff, service users and next-of-kins. To handle staffing challenges, managers used strategies such as hiring short-term staff that were temporary laid off from other industries and bringing in students.

The COVID-19 pandemic heavily affected health-care systems worldwide, which has led to many health-care studies. The situation in nursing homes and home care services, which were strongly impacted by the pandemic and in charge of a vulnerable group of people, has not yet received enough attention in research. This study, therefore, seeks to contribute to this research gap by investigating how managers in nursing homes and home care services used different strategies to handle the COVID-19 pandemic.