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As convenience and anonymity, people with mental illness are increasingly willing to communicate and share information through social media platforms to receive emotional and spiritual support. The purpose of this paper is to identify the degree of depression based on people's behavioral patterns and discussion content on the Internet.

Based on the previous studies on depression, the severity of depression is divided into four categories: no significant depressive symptoms, mild MDD, moderate MDD and severe MDD, and defined each of them. Next, in order to automatically identify the severity, the authors proposed social media digital cues to identify the severity of depression, which include textual lexical features, depressive language features and social behavioral features. Finally, the authors evaluate a system that is developed based on social media digital cues in the experiment using social media data.

The social media digital cues including textual lexical features, depressive language features and social behavioral features (F1, F2 and F3) is the relatively best one to classify four different levels of depression.

This paper innovatively proposes a social media data-based framework (SMDF) to identify and predict different degrees of depression through social media digital cues and evaluates the accuracy of the detection through social media data, providing useful attempts for the identification and intervention of depression.

The purpose of this study is to introduce an enterprise's productivity management named “Production efficiency improvement - PEFF”. This study shows the way of developing the management system to keep their shop floor “flexible to change” and “continuously controlling and improving” from the different levels and in various factories.

This study refers to Toyota's PEFF management system in the context of productivity enhancement through detailed management processes including yearly management, monthly management, daily management and its application in a case study from another sector as a model case of PEFF expansion. The methodology of this study is to introduce a method for production efficiency analysis, measure and select standard time through PEFF calculation.

Toyota's PEFF management can be extremely effective at developing management's ability to conduct day-to-day shop-floor management, know-how sharing and how Toyota applies PEFF to develop the world-standard on manpower efficiency for their factories. Besides, this study shows the applicable of PEFF improvement has successfully conducted in other manufacturers in a flexible way to achieve the improvement targets.

The results of this study will aid the managers in production lines to find the method of calculating and evaluating production efficiency through Toyota's management techniques such as PEFF, YIP, WVACT and standard time. However, the approach for this paper was from a synchronized system as Toyota is limited to generalized to small and medium-sized enterprises.

This paper is introducing the original Toyota's management technique to sustainable enhance their manpower performance and efficiency and answer the question of why TPS still exists in the age of digital management. PEFF management serves as an example of a value management process to help manufacturers to set guidelines to improve their productivity.

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).

Agency problems are more severe for multinational corporations (MNCs) and multinational enterprises compared to their domestic counterparts. As companies develop diversified operations, their managers face more challenges. An incentive compensation structure has been designed to align the benefits of managers with those of shareholders. Additionally, corporate social responsibility (CSR) has become increasingly crucial for companies. MNCs must gain the trust of more investors to improve their corporate reputation and financial performance. CSR enables MNCs with a high sense of social responsibility to expand their investor base, reduce perceived risks, and decrease information asymmetry. Our empirical findings reveal that Taiwanese MNCs can enhance their performance by implementing cash-based compensation and pursuing CSR activities.

Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.

40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).

The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.

Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.

It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).

This paper aims to explore one question: to what extent does urban rehabilitation impact the housing search cost of the low-income tenants.

This paper adopts the fixed effects time-on-market (TOM) model and pricing model to study the research question.

Urban rehabilitation lifts the subdivided units (SDUs’) prices by around 7%. For the SDU located in old districts, urban rehabilitation gives rise to the rental price up by 11%–12%. The SDUs in the area without urban rehabilitation experience a short marketing period of 16%–17%. The SDU located in the old district that is without urban rehabilitation would have a short marketing time.

To the best of the authors’ knowledge, this is the pioneering research to investigate the relationship between rehabilitation and low-income rental housing from the improved search theory. The improved search theory posits that under the circumstance of urban rehabilitation, low-income tenants’ options are limited and the search behavior will be restricted in the affordable areas, and then TOM will be shortened. With the concentration of SDUs in Hong Kong, the test of the search theory is broken down into two hypotheses. (H1) Urban rehabilitation leads to low-income housing prices increase. (H2) Low-income housing located in areas without urban rehabilitation has a shorter TOM.

This chapter, by virtue of a generalized specification, examines the equilibrium growth paths under two distinct scenarios, namely, a small open economy and a small semiopen economy in a two-sector, endogenous growth model of money. We show that these two scenarios end up with very different characteristics of equilibrium and the steady-state effects of inflation targeting (IT). In a small open economy, there is a nonbalanced-growth path equilibrium (hence, great ratios are nonstationary), while in a small semiopen economy there is a balanced-growth path equilibrium (great ratios are stationary). This provides a convincing reconciliation of the discrepancy in the empirical literature on great ratios. In addition, our steady-state analysis implicitly suggests that a lower inflation target gives rise to a positive GDP growth effect only for those IT countries which are more open to international trade. This enables us to explain why IT countries are relatively open to the international market and why some IT countries with a high degree of trade openness continuously lowered their inflation targets in the 1990s.

Within a gated community, management of common property presents great challenges. Therefore, the diagnostic social ecological system (SES) framework proposed by Elinor Ostrom providing a holistic understanding of complex collective action problems in terms of management of commons is used to investigate key institutional-social-ecological factors influencing collective action in the context of gated communities.

In this paper, Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) was used to systematically screen and review the relevant literature from 2000 to 2022, where 28 papers were selected for further analysis.

The study systematically identifies and categorises a series of variables related to self-organizing management in the gated community, and consequently a SES-based gated community management framework is developed. Based on the conceptual framework, the paper discusses logical interrelationships of institutional-social-ecological factors and their impacts on collective action performance of gated communities.

Apart from requiring empirical validation, the conceptual SES-based gated community management framework is certainly subject to continuous improvement in terms of refinement and addition of other potential determinants of gated community collective action.

Not only the review paper provides updates on the latest gated-community collective action research, it also contributes theoretically by conceptualizing the SES framework and its institutional–social–ecological design principles in gated community management. Studying these factors should also be of practical significance because the findings ultimately offer policy insights and management strategies that help policy-makers, property developers and local communities to govern such neighbourhood common resources efficiently and sustainably.

This chapter proposes a sustainable trajectory for leadership and diversity, equity, and inclusion (DEI) organizational change in higher education. Leadership practices and strategies necessary to construct and implement change and cultivate diverse, equitable, and inclusive educational environments are deliberated, with particular emphasis on transformational leadership theories and practices. These types of organization development practices produce concrete transformation in institutions that have long-established, inert, and deeply entrenched cultures in which discriminatory or even racist practices have been deeply embedded and accepted over time. The complex dynamics of transformation in higher education, brought on, in part, by the rigidity of its organizational structure coupled with its history and foundation in racism and racist practices, makes achieving sustainable change difficult in higher education. Transformational change requires the creation of new mental models through meaning making and perspective sharing that allow individuals in higher education to think differently about how higher education institutions should operate given the rapid shifts in our society. Organizational change leaders must engage in deep, purposeful, and critical reflection and examination of the organization's culture to lay the groundwork for significant change. The chapter explores topics such as leading change through transformational leadership and the styles, practices, and capabilities associated with it, leadership development, strategic diversity leadership, and the Chief Diversity Officer (CDO) as change leader in higher education. The internal and external environmental trends demanding substantive change in higher education continue to intensify over time. The demand for pervasive transformation in higher education is resounding, and institutional leaders must be open to and even drive new and innovative approaches to shifting its very core – its DNA, its culture – to meet those demands.