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The aim of this paper is to explore what kind of measures personnel managers have taken to intervene in workplace harassment and to explore how organisational characteristics and the characteristics of the personnel manager affect the choice of response strategies.

The study was exploratory and used a survey design. A web‐based questionnaire was sent to the personnel managers of all Finnish municipalities and data on organisational responses and organisational characteristics were collected.

The study showed that the organisations surveyed relied heavily on reconciliatory measures for responding to workplace harassment and that punitive measures were seldom used. Findings indicated that personnel manager gender, size of municipality, use of “sophisticated” human resource management practices and having provided information and training to increase awareness about harassment all influence the organisational responses chosen.

Only the effects of organisational and personnel manager characteristics on organisational responses were analysed. Future studies need to include perpetrator characteristics and harassment severity.

The study informs both practitioners and policy makers about the measures that have been taken and that can be taken in order to stop harassment. It also questions the effectiveness of written anti‐harassment policies for influencing organisational responses to harassment and draws attention to the role of gendered perceptions of harassment for choice of response strategy.

This paper fills a gap in harassment research by reporting on the use of different response strategies and by providing initial insights into factors affecting choice of responses.

Bullying is a persistent, damaging feature of neoliberal workplaces, despite the increased use of third-party interventions (TPIs). The purpose of this paper is to investigate how TPIs relate to individualisation of the employment contract, whether TPIs deflect attention away from bullying and the impact for targets.

Data were gathered from focus groups and interviews with members and officials of three large UK trade unions.

TPIs individualise bullying allegations and such interventions are further characterised by impotence, injustice and lack of impartiality, serving to deflect bullying claims and exacerbate targets’ suffering.

Recommendations are made to improve the efficacy of interventions.

This paper increases the limited research into the efficacy of TPIs and makes a significant contribution to debates on neoliberal individualism.

Using two main research questions, the purpose of this paper is to examine well-being and preparedness among Cambodian and Laotian immigrants living near the Gulf Coast of the USA, and the ways in which indicators such as sense of community and risk perception are related to these constructs.

This study employed a cross-sectional prospective design to examine disaster preparedness and well-being among Laotian and Cambodian immigrant communities. Quantitative survey data using purposive snowball sampling were collected throughout several months in Alabama, Mississippi, Florida and Louisiana.

Results from two multiple regressions revealed that sense of community and age contributed to well-being and were significant in the model, but with a negative relationship between age and well-being. Risk perception, confidence in government, confidence in engaging household preparedness and ability to cope with a financial crisis were significant predictors and positively related to disaster preparedness.

Well-being and disaster preparedness can be bolstered through community-based planning that seeks to address urgent needs of the people residing in vulnerable coastal locations. Specifically, immigrants who speak English as a second language, elder individuals and households in the lowest income brackets should be supported in disaster planning and outreach.

Cambodian and Laotian American immigrants rely upon the Gulf Coast’s waters for fishing, crab and shrimp income. Despite on-going hazard and disasters, few studies address preparedness among immigrant populations in the USA. This study fills a gap in preparedness research as well as factors associated with well-being, an important aspect of long-term resilience.

The results of recent research suggest that certain provisions of the Sarbanes–Oxley Act of 2002 (SOX) may have been less successful than intended (e.g., Abbott, Parker, & Peters, 2009). Based on two different descriptions of economic bonding between auditors and their clients, we propose an explanation of why this might be so by showing that the effect of SOX mandates, and regulation in general, aimed at enhancing auditor independence is dependent on whether shareholders or managers monitor the auditor. The results of prior empirical studies are examined in context of the framework we describe, and suggestions for future research on this important topic are outlined.

The purpose of this paper is to argue that bullying is a gendered, rather than gender‐neutral, phenomenon.

The paper reviews empirical findings on gender and bullying and identifies and discusses theoretical frameworks that can provide explanations for identified gender differences.

The paper shows that there are gender differences not only in reported prevalence rates and forms of bullying, but that gender also matters for the way targets and third parties make sense of and respond to bullying. It is shown that gendered conceptions of power, gender role socialisation theory and social identity theory are all relevant for explaining reported gender differences.

The theoretical frameworks that have been selected should not be seen as exhaustive, but rather as useful examples. The authors encourage researchers in the field of bullying to pursue cross‐disciplinary research and actively apply existing theoretical frameworks to integrate their findings more firmly in existing research on related themes.

The finding that bullying is gendered rather than gender‐neutral has implications above all for the way managers, organisational representatives and policy‐makers should address and prevent workplace bullying.

The paper questions the prevailing notion that bullying is gender‐neutral and demonstrates the importance of gender in the experience of workplace bullying. It further identifies gaps in research and puts forward an agenda for future research in this area.

This chapter describes the business goals, purpose, and strategy of public diplomatic services. It reinforces diplomatic organizations’ fundamental bureaucratic administrative culture (Tier 1). The bureaucratic culture of diplomacy is deconstructed, and each of the five layers is described in detail. The authors also explain why focusing on the artifacts and behavior layers are the dominant and essential starting points for analysis in diplomatic cultures. The public service culture (Tier 2) overlays and mediates the bureaucratic culture.

Additionally, the authors describe the influence that political appointees as leaders may play in shaping public service cultures. Next, the authors explain how diplomatic cultures reflect the core values of a state’s culture. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in diplomacy. Finally, the knowledge, learning, and collaboration (KLC) culture of diplomacy is considered, with opportunities for future growth.

This chapter focuses on emergency and hastily formed knowledge networks. All six facets of knowledge networks are described. The importance of four of the six facets is called out, including domain, topology, nodes, and relationships among the networks’ members. The authors provide four network profiles, including emergency and disaster response networks, law enforcement networks, military networks, and militia and vigilante networks.

This chapter defines a learning culture and discusses the relationship between knowledge and learning. The authors explain why learning is essential to bringing knowledge to life and incentivizing knowledge flows and use. The chapter addresses the interplay between knowledge and learning cultures. A key point in the chapter is the value of mistakes as learning opportunities. The authors explain how mistakes are viewed in the industrial economy and how this perspective impedes critical organizational learning. Specifically, we define mistakes, explain the double cognitive bias of mistakes, explain the tendency and impact of hiding mistakes, the side effects of double mistake bias, learn to learn from mistakes, and take on the challenge of reconciling mistake acceptance and avoidance. Finally, the chapter addresses the importance of cultivating a learning climate to realize your learning culture.