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This study aims to investigate the hydraulic behaviour of a pilot-scale, two-staged, vertical flow constructed wetland (VFCW) for septage treatment, in terms of factors such as hydraulic retention time and hydraulic loading rate and its influence on the treatment dynamics. Because of intermittent feeding mode of VFCW systems and variation in its loading, its hydraulic behaviour is highly variable and need to be understood to optimize its treatment performance.

Tracer test were carried out using bromide ion with varying hydraulic loading rates (HLR) of 6.82 cm/d, 9.09 cm/d and 11.40 cm/d (i.e. equivalent to 75 L/d, 100L/d and 125 L/d). Tracer data is then analysed using the Residence Time Distribution (RTD) method.

RTD analysis showed that the increase in HLR increases the average hydraulic retention time (HRT). Subsequently, the increase in HLR results in a lower recovery of effluent, resulting in poor productivity in treatment. The study also showed that the removal of nitrogen and organic matter improved with increasing HRT. However, observations show no correlation between HRT and total solids removal.

A performance evaluation method (by tracer) is proposed to understand the hydraulics of flow in constructed wetlands, which has not been widely studied. Additionally, the dynamics of treatment in VFCWs treating septage may also be revealed by the tracer method. The study can be applied to any constructed wetlands designed for treatment of wastewater, septage or sludge.

This article draws on longitudinal research into the establishment of co‐principalships. It discusses this innovative approach to school management in relation to women’s negotiations of their motivations, aspirations and strategies for career advancement and work/life balance. Longitudinal case studies of three primary school co‐principal initiatives were carried out between 1995 and 2000. Repeat interviews and observations with co‐principals, board chairpersons and school staff were conducted. Interviews were also undertaken with parents; students; and representatives of state education agencies, national governing boards, principals’ associations and teacher unions, alongside analysis of school and state policy documents. The resulting case study narratives described how each co‐principalship was initiated and either established or dis‐established. A discourse analysis of these narratives then examined how links between discourse, knowledge and power were being negotiated and challenged, as the new subject position of “co‐principal” was being constructed in New Zealand. This article analyses the significance of the similarities and differences in the women’s career backgrounds, motivations and strategies for moving into management positions. As they initiated their co‐principalships, the women variously went “against the grain” and/or co‐opted elements of the new public management corporate executive model for school leadership, which was introduced within the radical state restructuring during the late 1980s and early 90s in New Zealand.

This article looks at the differences and similarities between globalization and the role of China on globalization, in particular for the Hong Kong Special Administrative Region of China (HKSAR).

This article is based on research, reading, and interviews on globalization.

China is promoting the new globalization of the century called Belt and Road Initiative (BRI) which is a unique way to boost again the economy of China.

Studies of the New Maritime and Land Silk Road of China are rare; in particular, the role of the HKSAR is ignored. Macau also plays a role because it was the first point of globalization in the seventeenth century. China is really a global country, and the Chinese are numerous in all continents. Chinese Internet role is also mentioned.

Globalization is a key concept not only for China and Asia but also for the Hong Kong Special Administrative Region (HKSAR), Africa, and countries in Latin America such as Bolivia and Venezuela. This article looks at the differences and similarities between globalization and the role of China on globalization. The HKSAR and the Greater Bay Area are part of the same country. China is developing the new globalization of the century called, in 2017, the Belt and Road Initiative (BRI). The current definition of Chinese globalization includes land and maritime Silk Road, now the BRI.

Purnima Bhaskar-Shrinivas is a doctoral student at the Department of Management and Organization, Pennsylvania State University. She received an MBA in Marketing from NMIMS, Bombay and a Masters in Management from the University of Bombay, India. Her research interests include cross-cultural work role adaptation, organizational change and artificial neural network modeling in organizational behavior. Her work has been presented at various conferences in management and psychology, including Academy of Management and SIOP. She also serves as a reviewer for the Organizational Development and Change (ODC) Division of the Academy of Management. Prior to her academic career, she worked as a management consultant at Accenture (erstwhile Andersen Consulting), India.Philip Bobko is Professor of Management and Psychology at Gettysburg College. His publications are in methodology, measurement, management, and industrial/organizational psychology. Content domains include test fairness, adverse impact, moderated regression analysis, validation methods, goal setting, decision making, utility analysis, and performance standard setting. He has also published a text on correlation and regression analysis (Sage), co-authored several handbook chapters in industrial/organizational psychology, and served as editor of Journal of Applied Psychology. His Ph.D. is from Cornell University and his B.S. is from MIT.Jacqueline A.-M. Coyle-Shapiro is a reader in Organizational Behavior in the Department of Industrial Relations at the London School of Economics where she received her Ph.D. Prior to this, she was a lecturer in Management Studies at the University of Oxford. She is a consulting editor for the Journal of Organizational Behavior and the Journal of Occupational and Organizational Psychology. She has served as guest editor for the Journal of Organizational Behavior with Lynn Shore on a special issue titled Employment Relationships: Exchanges between Employees and Employers. Her current research interests include the employment relationship, psychological contracts, organizational citizenship behavior, and organizational change. Her work has appeared in such journals as the Journal of Vocational Behavior, the Journal of Applied Behavioural Science and the Journal of Organizational Behavior. She has edited The Employment Relationship: Contextual and Psychological Perspectives published by Oxford University Press with Lynn Shore, Lois Tetrick and Susan Taylor.Jerald Greenberg is the Abramowitz Professor of Business Ethics and Professor of Organizational Behavior at the Ohio State University’s Fisher College of Business. Professor Greenberg is co-author of one of the best-selling college texts on organizational behavior, Behavior in Organizations, which is in its third decade of publication. As a researcher, Dr. Greenberg is best known for his pioneering work on organizational justice. He has published extensively on this topic, with over 140 professional journal articles and books to his credit. Acknowledging his research contributions, Professor Greenberg has received numerous professional honors, including: a Fulbright Senior Research Fellowship, and the William Owens Scholarly Contribution to Management Award. From the Organizational Behavior Division of the Academy of Management, Professor Greenberg has won the New Concept, and twice has won the Best Paper Award. Dr. Greenberg is co-author of the forthcoming volume, Organizational Justice: A Primer, and co-editor of Advances in Organizational Justice and the forthcoming Handbook of Organizational Justice. In recognition of his life-long scientific contributions, Dr. Greenberg has been inducted as a Fellow of the American Psychological Association, the American Psychological Society, and the Academy of Management. Professor Greenberg is also past-chair of the Organizational Behavior Division of the Academy of Management.David A. Harrison is a Professor of Management at the Department of Management and Organization, Pennsylvania State University. He received an M.S. in applied statistics and a Ph.D. in I-O psychology from the University of Illinois at Urbana-Champaign. His research on work role adjustment (especially absenteeism and turnover), time, executive decision making, and organizational measurement has appeared in Academy of Management Journal, Human Resource Management Review, Information Systems Research, Journal of Applied Psychology, Journal of Management, Personnel Psychology, Organizational Behavior and Human Decision Processes, Strategic Management Journal, and elsewhere. He has served on the editorial board of Journal of Management, and currently serves on boards of the Academy of Management Journal, Organizational Research Methods, and Personnel Psychology, and will be editor of Organizational Behavior and Human Decision Processes.Violet T. Ho is an assistant Professor in Nanyang Business School at Nanyang Technological University (Singapore). She earned her Ph.D. (2002) in organizational behavior and theory from Carnegie Mellon University. Her research interests include social networks, psychological contracts, and the impact of employees’ cognitive structures on work performance and other outcomes. She has published in the Academy of Management Review, Journal of Vocational Behavior, and Information Systems Research, and was awarded the Best Paper Based on a Dissertation (2003) from the Organizational Behavior Division of the Academy of Management.Robert C. Liden (Ph.D., University of Cincinnati) is Professor of Management at the University of Illinois at Chicago. His research focuses on interpersonal processes as they relate to such topics as leadership, groups, career progression and employment interviews. He has over 50 publications in journals such as the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, and Personnel Psychology. In 2000 he was inducted into the Academy of Management Journals’ Hall of Fame as a charter bronze member. He won awards (with co-authors) for the best article published in the Academy of Management Journal during 2001, as well as the best article published in Human Resource Management during 2001. He has served on the editorial boards of the Journal of Management since 1994 and the Academy of Management Journal from 1994 to 1999. He was the 1999 program chair for the Academy of Management’s Organizational Behavior Division, and was division chair in 2000–2001.Judi McLean Parks is the Reuben C. and Anne Carpenter Taylor Professor of Organizational Behavior at John M. Olin School of Business at Washington University in St. Louis. She received her Ph.D. in organizational behavior from the University of Iowa. Her research focuses on conflict and conflict resolution, the “psychological contract” between employers and employees, the impact of perceived injustice as well as the effect of gender and ethnicity on perceived justice. Recently, she has begun to explore organizational identity and its relationship to conflict in organizations. She is editor of the International Journal of Conflict Management, former executive director of the International Association for Conflict Management, and former chair of the Academy of Management’s Conflict Management Division. Author of numerous articles and chapters, her research has been published in a variety of journals, including Academy of Management Journal, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes.Robert E. Ployhart is an associate Professor at George Mason University. His primary program of research focuses on understanding staffing within the context of forces shaping contemporary Human Resources (e.g. developing multi-level staffing models, enhancing the effectiveness and acceptability of recruitment and staffing procedures, identifying cultural/subgroup influences on staffing processes). His second program of research focuses on applied statistical/measurement models and research methods, such as structural equation modeling, multilevel modeling, and longitudinal modeling. He is an active member of both the Society for Industrial and Organizational Psychology and the Academy of Management, and serves on several editorial boards.Lyman W. Porter is Professor of Management in the Graduate School of Management at the University of California, Irvine, and was formerly Dean of that School. Prior to joining UCI in 1967, he served on the faculty of the University of California, Berkeley, and, also, was a visiting professor at Yale University. Currently, he serves as a member of the Academic Advisory Board of the Czechoslovak Management Center, and a member of the Board of Trustees of the American University of Armenia, and was formerly an external examiner for the National University of Singapore. Professor Porter is a past president of The Academy of Management. In 1983 received that organization’s “Scholarly Contributions to Management” Award, and in 1994 its “Distinguished Management Educator” Award. He also served as President of the Society of Industrial-Organizational Psychology (SIOP), and in 1989 was the recipient of SIOP’s “Distinguished Scientific Contributions” Award. Professor Porter’s major fields of interest are organizational psychology, management, and management education. He is the author, or co-author, of 11 books and over 80 articles in these fields. His 1988 book (with Lawrence McKibbin), Management Education and Development (McGraw-Hill), reported the findings of a nation-wide study of business school education and post-degree management development.Belle Rose Ragins is a Professor of Management at the University of Wisconsin-Milwaukee and the Research Director of the UWM Institute for Diversity Education and Leadership. She studies diversity and mentoring in organizations, and her work has been published in Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Journal of Applied Psychology and Psychological Bulletin. She is co-author of the book Mentoring and diversity: An international perspective. Dr. Ragins has received eight national research awards, including the Sage Award for Scholarly Contributions to Management, the ASTD Research Award, the APA Placek Award, and five Best Paper Awards from the National Academy of Management. She has or is currently serving on the boards of the Academy of Management Journal, Journal of Applied Psychology, Journal of Vocational Behavior, and Personnel Psychology. She is a Fellow of the Society for Industrial-Organizational Psychology, the American Psychological Society, and the American Psychological Association.Marie-Élène Roberge has a master’s degree in industrial/organizational psychology from Université du Québec à Montréal and is currently a doctoral student in organizational behavior at the Ohio State University’s Fisher College of Business. She has published several articles on various aspects of human resource management. Her research interests include organizational justice, deviant organizational behavior, and reactions to communication media in the workplace.Sandra L. Robinson (Ph.D., Northwestern University) is an Associate Professor of Organizational Behavior as well as an Associate Member of the Psychology Department at the University of British Columbia. Professor Robinson’s research focuses on trust, managing employment relationships, psychological contracts, workplace deviance. Her most research work focuses on territorial behavior in organizations. Her research has appeared in various journals, such as Administrative Science Quarterly, Academy of Management Journal, and Journal of Applied Psychology. Professor Robinson is an associate editor of the Journal of Management Inquiry and she also serves on the editorial boards of the Academy of Management Journal, Journal of Organizational Behavior, and the Journal of Engineering and Technology Management. She has received a number of awards, including the Ascendant Scholar Award from the Western Academy of Management, the Junior Research Excellence Award from the Faculty of Commerce at UBC, and the Cummings Scholar Award from the Academy of Management. Most recently, she was awarded a “Distinguished University Scholar” designation by the University of British Columbia.Mark V. Roehling is an Assistant Professor in the School of Labor and Industrial Relations, Michigan State University. He received his Ph.D. in Human Resource Management (HRM) from the Broad School of Management, Michigan State University, and his law degree from the University of Michigan. His primary research interests include interdisciplinary studies in HRM and the law, and responsibilities in the employment relationship (psychological, legal, and ethical perspectives). His work has appeared in academic journals (e.g. Personnel Psychology, Journal of Applied Psychology, Employee Responsibilities and Rights Journal, Human Resource Management, Journal of Business Ethics) and the popular press (e.g. The Wall Street Journal, New York Times). Dr. Roehling is currently serving on the editorial review boards for the Employee Rights and Responsibilities Journal and Human Resource Planning. He is a member of the Academy of Management, the Society for Industrial and Organizational Psychology, and the Academy of Legal Studies in Business.Patrick J. Rosopa is a doctoral student in Industrial and Organizational Psychology at the University of Central Florida (UCF). He earned a B.S. in Psychology from Tulane University and an M.S. in Industrial and Organizational Psychology from UCF. He has conducted research on teamwork mental models, the results of which have been presented at the meeting of the Society for Industrial and Organizational Psychology. His current research interests include: (a) decision-making in personnel selection; and (b) the use of simulation methods to evaluate the utility of statistical techniques.Philip L. Roth is Professor of Management at Clemson University. Phil’s research interests are employment interviews, grade point average, and utility analysis. He is also interested in missing data, outliers/influential cases, and meta-analysis. He is a fellow of the Society for Industrial and Organizational Psychology and the American Psychological Society. His Ph.D. is from the University of Houston.Denise M. Rousseau is the H. J. Heinz II Professor of organizational behavior at Carnegie Mellon University’s Heinz School of Business. Professor Rousseau is President of the Academy of Management (2004–2005), and Editor of the Journal of Organizational Behavior. Dr. Rousseau is best known for her work on the changing psychological contract in employment, human resource strategies, and the effects of organizational culture on performance. She has published extensively on these topics and has over 100 professional journal articles to her credit. Her books include: Psychological Contracts in Employment (Sage, with Rene Schalk); Relational Wealth: The Advantage of Stability in a Changing Economy (Oxford, with Carrie Leana); and Psychological Contracts in Organizations (Sage). In 1996, her book, Boundaryless Careers: Work, Mobility, and Learning in the New Organizational Era (Oxford, with M. Arthur) won the Academy of Management’s George Terry Award for the best management book. Professor Rousseau’s additional professional honors, include the William A. Davis Award for scholarly research in educational administration and the National Institute for Health Care Management research award. In recognition of her life-long scientific contributions, Dr. Rousseau has been inducted as a Fellow of the American Psychological Association, the American Psychological Society, and the Academy of Management.Professor René Schalk holds a special chair in Policy and Aging at Tilburg University in the Netherlands and is a faculty member of the department of Organization Studies at Tilburg University. He earned his Ph.D. in Social and Organizational Psychology from Nijmegen University. His research focuses on complexity and dynamics in organizations, with a special focus on the psychological contract, international differences, and policy and aging. He is editor-in-chief of Gedrag en Organisatie, consulting editor for the Journal of Organizational Behavior, editorial board member of the Journal of Managerial Psychology, and reviewer for fourteen international journals. He is co-editor of the book Psychological Contracts in Employment: Cross-national Perspectives, and wrote books on absenteeism and older employees. His publications appear in journals such as Journal of Organizational Behavior, Leadership and Organization Development Journal, International Journal of Selection and Assessment, European Journal of Work and Organizational Psychology, Journal of Social Behavior and Personality, and International Small Business Journal.Margaret A. Shaffer is an associate Professor with the Department of Management, Hong Kong Baptist University. She received a Ph.D. in organizational behavior and human resource management from the University of Texas-Arlington. Prior to joining HKBU, she taught at the Hong Kong Polytechnic University. Her research interests are in the areas of expatriate adjustment and performance and life balance. Her work has appeared in various management journals, including Journal of Applied Psychology, Personnel Psychology, Journal of Management, Journal of International Business Studies, and Journal of Vocational Behavior. One of her papers on expatriate adjustment (co-authored with David Harrison) received the first “Best International Paper” award from the Academy of Management.Lynn Shore is Visiting Professor at University of California, Irvine, and is joining the faculty at San Diego State University in fall of 2004. Her research on the employee-organization relationship focuses on the influence of social and organizational processes, and her work on diversity has examined the impact that composition of the work group and employee/supervisor dyads has on the attitudes and performance of work groups and individual employees. She has published numerous articles in such journals as Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Journal of Organizational Behavior, Human Relations, and Journal of Management. Dr. Shore is a Fellow of the American Psychological Association and the Society for Industrial and Organizational Psychology. She served as the Chair of the Human Resources Division of the Academy of Management. Dr. Shore is the associate editor for the Journal of Applied Psychology.Eugene F. Stone-Romero received his Ph.D. from the University of California-Irvine, and is now Professor of Psychology and Management at the University of Central Florida. He is a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Society, and the American Psychological Association. His research interests include moderator variable detection strategies, ethnic bias in personality measures, cross-cultural influences on organizational behavior, reactions to feedback, work-related values, job satisfaction, biases in performance ratings, and privacy in organizations. Professor Stone-Romero’s work has appeared in such outlets as the Journal of Applied Psychology, Organizational Behavior and Human Performance, Personnel Psychology, Organizational Research Methods, Journal of Vocational Behavior, Academy of Management Journal, Journal of Management, Educational and Psychological Measurement, Journal of Educational Psychology, International Review of Industrial and Organizational Psychology, Research in Personnel and Human Resources Management, Applied Psychology: An International Review, Multivariate Behavioral Research, and the Journal of Applied Social Psychology. He is also the author of numerous chapters in books dealing with issues germane to the related fields of industrial and organizational psychology, human resources management, and organizational behavior. Finally, he is the author of a book titled Research Methods in Organizational Behavior, and the co-author of a book titled Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance.M. Susan Taylor is Dean’s Professor of Human Resources, 2003 University Distinguished Scholar Teacher and Director, of the Center For Human Capital, Innovation and Technology (HCIT) at the Robert H. Smith School of Business, University of Maryland College Park. She received her Ph.D. in Industrial/Organizational psychology from Purdue University and has been a visiting faculty member at the Amos Tuck School, Dartmouth College, Bocconi University in Milan Italy, the University of Washington, Seattle, London Business School and Wuhan University, in China. Taylor is currently a member of the Academy of Management Board of Governors, incoming senior editor for Organization Science, and Human Resource editor for Sage Publications Foundations of Organizational Science Series, and serves on the editorial boards of the Journals of Applied Psychology and Organizational Behavior. She is also a SIOP Fellow. Taylor’s research interests include the employment relationship, organizational justice, executive career mobility, and organizational innovation and dynamic capabilities.Lois Tetrick is the Director of the Industrial and Organizational Psychology Program at George Mason. Professor Tetrick has served as associate editor of the Journal of Applied Psychology and is currently an associate editor of Journal of Occupational Health Psychology. She also serves on the editorial board of Journal of Organizational Behavior. Dr. Tetrick’s research has focused primarily on individuals’ perceptions of the employment relationship and their reactions to these perceptions including issues of occupational health and safety, occupational stress, and organizational/union commitment. She is active in the Society for Industrial and Organizational Psychology (SIOP) and was recently elected to represent SIOP on the American Psychological Association Council of Representatives. She also is active in the Academy of Management and has served as Chair of the Human Resources Division. Dr. Tetrick is a fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association, and the American Psychological Society.Anne S. Tsui is Motorola Professor of International Management at Arizona State University, Professor of the Hong Kong University of Science and Technology and Distinguished Visiting Professor at Peking University. She was the 14th editor of the Academy of Management Journal, a Fellow of the Academy, and Founding President of the International Association for Chinese Management Research (www.iacmr.org). Her recent research interests include guanxi relationship of managers, employment relationships, executive leadership and organizational culture, especially in the Chinese context. She has received the Outstanding Publication in Organizational Behavior Award (1993), the Administrative Science Quarterly Scholarly Contribution Award (1998), the Best Paper in the Academy of Management Journal Award (1998), and the Scholarly Achievement Award in Human Resource Management (1998). She has held faculty appointments previously at Duke University and the University of California, Irvine. She received her Ph.D. from the University of California, Los Angeles.Linn Van Dyne is Associate Professor, Department of Management at the Broad Graduate School of Business, Michigan State University, USA. She received her Ph.D. from the University of Minnesota in Strategic Management and Organizations. Her research focuses on proactive employee behaviors (such as helping, voice, and minority influence), international organizational behavior, and the effects of work context, roles, and groups on employee attitudes and behaviors. Her work has been published in Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Organizational Behavior, Organizational Behavior and Human Decision Processes, Research in Organizational Behavior, and other outlets.Elizabeth Wolfe Morrison (Ph.D. Northwestern University) is a Professor of Management at the Stern School of Business, New York University, and Chair of the Management and Organizations Department. She has won several research awards, including the Cummings Scholar Award from the OB Division of the Academy of Management. Professor Morrison’s research focuses on proactive behaviors by employees (information seeking, networking), how employees adjust to new jobs, the experience of psychological contract violation, and determinants and effects of employee voice and silence. She is interested with how people make sense of, cope with, and impact their work environments. Professor Morrison has published articles in a range of journals, including Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Organizational Behavior, and Organizational Behavior and Human Decision Processes. She is on the editorial board of the Journal of Organizational Behavior and the Journal of Management.

Using the weighted similarity coefficient (WSC) technique in the design of manufacturing facilities provides the system designer with a suitable method for the creation of efficient manufacturing cells. The formation of such well designed machine cells will then hopefully ensure that the achievable cost reduction benefits, in terms of lower operational costs incurred via the transfer of components between machines, are obtained by companies that wish to use cellular manufacturing in their approach to production operations. The aim of this paper is to outline and evaluate the application of a particular WSC equation to the formulation and design of cellular manufacturing systems.

By using a pragmatic approach, the paper chronicles the design and development of a particular weighted similarity coefficient as a means of defining a possibly useful methodology for cell design in manufacturing systems. The technique outlined is subsequently evaluated for its generic nature, applicability and effectiveness via the use of previously published synthetic production data and a comparison with the results of several alternative approaches.

The development of the proposed weighted similarity coefficient to manufacturing cellular design is outlined in the paper and the appropriateness of the technique is subsequently evaluated in order that the benefits obtainable by its use to a host organisation are highlighted. In addition, the results show how the approach can lead to useful improvements in cellular manufacturing performance if adopted by manufacturing system designers and implemented in their designs.

The design, development and application of the WSC proposed and its use in manufacturing cellular design provides a simple yet highly effective approach to achieving useful improvements in production system performance through improved work‐part transfer efficiency and associated cost savings. The paper offers practising manufacturing managers and engineers a technique whereby manufacturing cell productive efficiency and output can be improved whilst at the same time achieving a reduction in operational costs.

The paper focuses on the proposed WSC technique which contributes to the existing knowledge base on production cell design and may also provide impetus, guidance, support and encouragement for designers to achieve improved output performance and reduced costs in their manufacturing system designs.

The impact of ideological polarization has been a serious concern, given its damages to society. In addition, Schadenfreude is increasingly common in the era of ideological polarization. Previous literature may have discussed the cause and outcomes of schadenfreude in general but not specifically related to ideological polarization. This study aims to serve to establish a more informed understanding of online schadenfreude as an outcome of ideological polarization and help society recover from the damages.

The authors adopted a case research method with netnography for our study, given that the authors are exploring the phenomena of online schadenfreude, which involves multiple dimensions.

The authors identified a three-level model that illustrates how schadenfreude is driven as an outcome of ideological polarization, i.e. macro-environment, camp/partisan and target. These factors of different levels involve political viewpoint differences, perceived appearance, personal conduct, aggressive norms and polarized environment with a lack of conventional opinion expression channel. Moreover, attackers may demonstrate a belief in Karma, creativity and a sense of humor and may call for actions.

While previous literature focused on the relationship between fake news, echo chambers and ideological polarization, this study is a relatively earlier one on studying schadenfreude as an outcome of ideological polarization, which would facilitate to formulate the solution to repair the damages created to ideological polarization. The authors also discussed the enablers as well as the self-reinforcing nature of ideological polarization, and provided some practical implications for politicians and government officials.

This purpose of this paper is to explain Macau’s successful pandemic response through an analysis of its social, political and economic landscapes. In particular, it focusses on the economic relief brought by casino capitalism in this era of COVID-19.

As mobility is highly restricted during the coronavirus pandemic, digital technologies have become central to ongoing social science research. Thanks to videoconferencing programmes such as Zoom, Facetime and WhatsApp, the author was able to carry out virtual interviews with 13 local people from different sectors of Macau in July 2020. In addition to in-depth interviews, the author also undertook an extensive review of the Macau government’s pandemic policies.

This paper argues that the Macau government’s swift and effective coronavirus policies are deeply intertwined with the urban fabric and political economy of the city’s casino capitalism, which endowed the government with surplus funds and an infrastructure that enabled the implementation of an array of strict measures that few other countries could afford to subsidise. Factors that have led to Macau’s extraordinarily low rates of COVID-19 infections and deaths include: competent leadership and the public’s high compliance with mandatory health measures; the generous benefits and financial support for citizens and businesses; and the compulsory quarantine required of all incoming travellers, who are lodged in hotel rooms left empty when casino tourists stopped coming. All of these measures have been made possible by a political economy backed by the peculiarities of casino capitalism and its resultant tax revenues.

Future research could compare the case of Macau with other small but affluent economies (ideally economies that do not depend on the gambling industry) to ascertain the role of casino capitalism in building up economic resilience.

Although previous studies tend to emphasise the negative impacts of casino capitalism, this paper shows how tax revenues and infrastructure from the gambling industry can make a contribution to the host society in times of crisis.

The purpose of this paper is to analyze the results of Hong Kong’s 2015 District Council elections in order to test the repercussions of the Occupy Central Movement. The paper attempts to identify the political implications of the Movement as reflected by the 2015 election results.

The methodology used for the paper was to collect election data and conduct data analysis to generalize the political implications of the Occupy Central Movement.

The paper found that, first, Hong Kong is still polarized, as most voters were divided into those who supported the Occupy Central Movement and those who opposed it. Second, there is no consensus regarding political reforms, as most voters were split into two antagonistic positions. Third, the activists of the Occupy Central Movement have formed a new political force that attracts voters who demand change. Fourth, the Occupy Central Movement has become a breeding ground that nurtures localism.

The 2015 District Council elections were a continuation of the Occupy Central Movement. The Movement affected the political balance between the pro-establishment and pan-democratic camps in the 2015 elections and it has shaped the democratization process in Hong Kong.

The paper was the product of an original research project that examined the results of the 2015 District Council elections to reflect on the implications of the Occupy Central Movement. The paper concluded that the 2015 elections sent important political messages to key political players in Hong Kong.