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Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data visualizations have become more accessible and more efficient to generate. In fact, virtually all enterprise resource planning and human resource (HR) information system vendors offer off-the-shelf data visualizations as part of decision-support dashboards as well as stand-alone images and displays for reporting. Plus, advances in programing languages and software such as Tableau, Microsoft Power BI, R, and Python have expanded the possibilities of fully customized graphics. Despite the proliferation of data visualization, relatively little is known about how to design data visualizations for displaying different types of HR data to different user groups, for different purposes, and with the overarching goal of improving the ways in which users comprehend and interpret data visualizations for decision-making purposes. To understand the state of science and practice as they relate to HR data visualizations and data visualizations in general, we review the literature on data visualizations across disciplines and offer an organizing framework that emphasizes the roles data visualization characteristics (e.g., display type, features), user characteristics (e.g., experience, individual differences), tasks, and objectives (e.g., compare values) play in user comprehension, interpretation, and decision-making. Finally, we close by proposing future directions for science and practice.

The modern workplace contains many physical and interpersonal hazards to employee physical and psychological health/well-being. This chapter integrates the literatures on occupational safety (i.e., accidents and injuries) and mistreatment (physical violence and psychological abuse). A model is provided linking environmental (climate and leadership), individual differences (demographics and personality), motivation, behavior, and outcomes. It notes that some of the same variables have been linked to both safety and mistreatment, such as safety climate, mistreatment climate, conscientiousness, and emotional stability.

The purpose of this paper is to explore in depth the mechanisms that organizations use to keep their innovations secret. This paper examines how, when and why secrecy appropriation mechanisms (SAMs) can enable innovators to appropriate value from their innovations.

Building from an extensive literature review of innovation and secrecy, the paper presents a number of implications for theory and research in the form of testable propositions.

This conceptualization proposes that SAMs can have both positive and negative effects on a number of organizational dynamics. SAMs involve tradeoffs, and the key to understanding whether they create value to organizations lies in understanding that these tradeoffs exist and the nature of these tradeoffs.

While most managers recognize the importance of secrecy in innovations, many struggle with the practical challenges of doing so. The paper presents guidance for managers to overcome these challenges.

This paper adds to previous research that has identified secrecy as an important appropriation mechanism for firms by digging deeper into the details of SAMs and exploring their sources, characteristics and effects.

The present study aimed to investigate the main effect of competition on workplace bullying (WB) exposure and perpetration as well as its hypothesized moderation through passive avoidant leadership style. Specifically, the authors hypothesized that competition would have a stronger influence on WB when supervisors score higher on passive avoidant leadership style.

Data were collected among employees (N = 1,260) on Amazon’s Mechanical Turk utilizing an online survey. WB exposure and perpetration were cross-sectionally assessed via self-labeling and behavioral experience self-reports.

The results partially corroborated the proposed model. Competition and passive avoidant leadership were predictors of WB exposure and perpetration (as determined by both assessment methods). Furthermore, passive avoidant leadership moderated the relationship between competition and self-labeled WB exposure. Passive avoidant leadership only moderated the relationship between competition and self-labeled WB perpetration but not the competition–WB perpetration link assessed with the behavioral experience method.

This study shows that competition needs to be embedded within a leadership style sensitive to the detection of and taking action against WB phenomena.

While other studies have mainly focused on work stressors as antecedents of WB exposure, this study looks at the motivators and facilitators of WB occurrence. Furthermore, not only WB exposure but also WB perpetration is considered here, with the latter being an underresearched topic. Moreover, the authors used two assessment methods in order to test the generalizability of the authors’ findings.