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This paper aims to examine how individuals' attachment dispositions relate to interactional justice perceptions, how work stressors moderate this association, and how together they associate with attitudes (satisfaction, turnover intention, commitment) and citizenship behaviors at work.

Survey data were used in an observed variable path analysis examining mediation by interactional justice and moderation by stressors on the associations between attachment dimensions and work outcomes.

Attachment avoidance was negatively related to interactional justice perceptions and attachment anxiety was also negatively related to interactional justice perceptions, but only under conditions of higher work stressors. Interactional justice mediated the associations between attachment avoidance and work outcomes, and between the interaction of attachment anxiety and work stressors on work outcomes.

These findings are particularly relevant to multiple aspects of HR practice, including performance feedback, managing stressors, building resilience, reward allocation and recognition, designing wellness programs and other aspects of human resource management.

This research goes beyond contextual predictors of justice perceptions and demonstrates that jointly considering attachment dimensions and work stressors uniquely contributes to understanding the formation of justice perceptions and their combined influence on work attitudes and behavior.

Past research on the motivational processes underpinning knowledge sharing has assumed that the sharing processes are similar for all individuals. Yet, sharing is a fundamental affiliative behavior, and the sharing processes can differ between people. This study aims to propose and test a model of the moderating influence that employee attachment patterns have on the theory of reasoned action (TRA)-defined knowledge sharing processes.

The authors administered a questionnaire to 1,103 employees from a range of industries who participated in an online Qualtrics survey. Advanced forms for structural equation modeling and latent profile analysis were used to assess the proposed model.

The results revealed that participants in the study exhibited the latent profiles corresponding to secure, dismissive, preoccupied and fearful patterns. The preoccupied cohort had the lowest knowledge sharing behavior, yet the strongest links within the sharing process. Secure, dismissive and fearful had similar sharing levels, but the strength of the TRA-defined processes differed. These findings underscore equifinality: although sharing may be approximately equal across different attachment patterns, the fundamental processes underpinning sharing differ.

The authors used self-report data, given that sharing attitudes, norms and intentions may not be overly amenable to ratings even from well-acquainted others. Further, the use of advanced analytical methods helps to minimize common method concerns. Additionally, causal mechanisms underscoring the TRA have been demonstrated (Ajzen and Fishbein, 2005), allowing us to explore the moderating role of attachment patterns.

This study speaks to the importance of considering employees’ attachment patterns, and developing comprehensive intra-organizational norms, policies and systems that support and encourage knowledge sharing from employees with a variety of attachment patterns.

This study uniquely contributes to knowledge sharing literatures by incorporating attachment patterns as moderators within the TRA-defined sharing processes. The authors provide important insights on the role of individuals’ attachment patterns have for knowledge sharing behaviors, but also highlight how structure of knowledge sharing differed across subgroups of employees, determined based on their dispositional attachment pattern.

The purpose of this paper is to describe a program at Hellmann Worldwide Logistics UK to encourage internal promotions and to award talented employees with deserved recognition.

The paper explains how TalentPool puts ten specially selected employees through a number of key development modules, providing them with the skills to climb the company's career ladder.

The paper lists the seven development modules, in areas including management training, presentation skills, health and safety, finance for non‐finance managers and general product training. Reveals that the final test is a presentation before members of the UK board. Coursework is set after each module and marked to help to determine a TalentPool “top achiever”.

The paper reveals TalentPool to be part of the company's overall quest to create and sustain a stimulating and empowering environment that attracts, retains and nurtures high‐performing employees.

The paper highlights how employee recruitment at management level in an industry such as freight forwarding is tough, especially when it is not particularly recognized as a higher‐education subject or vocational path in the UK. It shows how one company came to the conclusion that it would therefore have to produce high‐caliber staff internally.

In 2000 a consortium headed by David Richards acquired the commercial and promotional rights to the World Rally Championship (WRC) via International Sportsworld Communicators (ISC) Ltd. ISC planned to market the WRC with the stated objective of gaining a top five position as a global sports television brand. This case study was developed between 2000 and 2003 by the author, a marketing professional in the WRC, based on interviews with ISC management. The ISC marketing strategy was found to be divided into four phases: research, development and planning, execution, and evaluation and revised strategy.

Air Hanson handed over its first MD 520N NOTART fitted helicopter to David Richards, (managing director of Prodrive, the International Motorsport and Engineering Group, just 4∼ ∼in time to support their two‐car entry in the Portuguese Rally, round 3 of the FIA World Championship.

The Research Libraries Group, Inc. (RLG), a nationwide consortium of research institutions, operates the Research Libraries Information Network (RLIN), an information system and communications network that supports RLG's cooperative programs as well as the technical processing and public services requirements of research libraries. Changes in communications technology, in the regulatory environment, and in user requirements have led RLG to redesign its communications network. The goals, topology, hardware, software and protocols, deployment, and related matters are discussed. Sidebars address current RLIN communications technology and the integrated RLIN network.

The relationship between culture and management development in the South East Asian state of Brunei is examined. The natures of cultural and organisational values in Brunei are found to be similar to those of other countries in the region. Brunei′s cultural orientations are shown to cause problems in the introduction of change, especially towards more collaborative behaviour. Modifications to values and attitudes, through training and development, and possibly also the redesign of organisations, are seen as remedies.

The concept of Brand Knowledge Management looks to move brand‐led organizations from content to process and from data to tacit knowledge. This paper proposes a manifesto for brand marketing that re‐focuses its activities and challenges the roles, structures and behaviour of its management. Above all, it provides a new framework for developing, exploiting and managing brand knowledge.

Two years ago, we published within this journal a scoping article (Turpin et al, 2006) concerning the urgent need to review and enhance the workforce responsible for delivering psychological therapies to people seeking help for common mental health problems in primary care (London School of Economics, 2006). We estimated that the demand for such interventions, the service models that might deliver increased capacity for psychological treatments, the implications for workforce numbers and the impact that this would have on education and training. Much of the thinking that was adopted within the review was based on current development work around the mental health workforce led by the National Workforce Programme sponsored by the National Institute for Mental Health England (NIMHE) on New Ways of Working (NWW).The current paper reflects on the process and the added value that NWW has contributed to what is a radical new venture, which has been described by the lead evaluator of the pilot Improving Access for Psychological Therapies (IAPT) phase, Professor Glenys Parry, as 'the industrialisation of psychological therapies'. More specifically, it reviews the implementation of a national programme designated as IAPT, which was commissioned on the basis of the NWW work, and the evidence accrued from the IAPT national demonstration sites at Doncaster and Newham, together with the efforts of Lord Layard and the New Savoy Partnership.The first year implementation of IAPT is described, together with the lessons learned from the roll out. As the programme has developed, it has become important to ensure that clients also have a choice of evidence‐based interventions. NWW has provided a means to help practitioners come together from a range of therapeutic orientations and professions to contribute to this more diverse workforce. Finally, it is argued that NWW has been instrumental in helping managers and professions alike think more flexibly about service models and provision, and how to develop a new workforce competent to deliver such an innovative service.