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Utilizing employee strengths contributes to humanizing organizations. However, the current concept of strengths has evolved from the domain of social work, advanced by personality and positive psychologists and adopted in management. The trait-like conceptualization of strengths conceptualized by psychologists is of lesser relevance to organizations as it discounts the significance of contextual factors for manifesting employee strengths. This study traces the evolution of strengths conceptualization, identifies gaps in its relevance to organizations, employs the concept relation method for developing a conceptualization of employee strengths at work and proposes a framework for management development that predicts improved employee engagement and performance.

The study utilizes the Cochrane method for carrying out a systematic conceptual review and shortlists 19 articles from an initial selection of 430 articles. Drawing insights from the 19 reviewed studies, the study deploys the concept relation method to conceptualize the concept of employees' strengths at work (ESAW) that has a higher relevance for management and organizational behavior. Thereafter, utilizing ESAW, the study proposes a conceptual framework that has huge implications for improving employee engagement and performance by carrying out effective management development. The conceptual framework additionally serves as a springboard for future empirical research.

The conceptualization of human strengths in extant literature favors a trait-based conceptualization advanced by personality psychologists. Concepts borrowed from other domains have lesser relevance than those indigenously developed in the field of management. Incorporating the recent empirical evidence highlighting the importance of factoring in key contextual attributes for the strengths to manifest at work, this study develops a new higher-order construct of ESAW that factors in personal as well as situational variables. Thereafter, the study suggests a conceptual framework for effectively carrying out management development by utilizing the new construct of ESAW.

Deployment of ESAW will contribute to humanize organizations, improve employee engagement and performance. The construct of ESAW is relevant to practice as it has evolved from the domain of organization science, unlike the earlier trait-based conceptualization of strength that emerged in personality psychology. The conceptual framework proposed in the study can be utilized by practitioners for carrying out effective management development.

Any contribution to increasing employee engagement predicts increasing social capital. If employees are happy at work, their productivity increases. Furthermore, higher engagement and productivity at work creates a spiral of positivity that transcends the working life of an employee. Hence, the study has huge social implications at times when the social fabric is stretched due to multiple demands on an employee.

Constructs developed in other fields and adopted in management have less relevance than those evolved indigenously in the domain of management. The systematic conceptual review of the concept of human strengths reveals a gap in its relevance to organizations. The study develops a new concept of ESAW that has higher relevance for organizational behavior and holds the promise of humanizing organizations. The next originality of the study lies in proposing a conceptual framework for carrying out effective management development that predicts higher employee engagement and performance. The methodological originality lies in utilizing the systematic conceptual review for developing a new concept.

The present study has been carried out to study whether and how different aspects of brand management (brand identity, brand image and brand meaning) are instrumental in maintaining and enhancing attachment strength of students with higher education institutes (HEIs). Further, to understand what brand management aspect channels the impact of what branding driver on attachment strength in most effective manner.

The study analysed combined mediating effects as well as specific mediating effects to test the mediating role of brand management aspects.

The study reveals that brand image plays highest mediating role among all aspects of brand management. HEIs need to enhance service quality because brand image carries the highest influence of service quality on attachment strength. Similarly, brand identity carries the highest influence of heritage on attachment strength. Brand meaning carries the highest influence of competence and reputation on attachment strength.

The present study, based on empirical research, has built the framework and mechanism for creating attachment strength utilising the intangible resources of HEIs through brand management. The present study examines how specific intangible resources exhibit varying influences on attachment strength via distinct brand management mediation effects.

The present study provides framework for designing branding strategies to build and channelise necessary intangible resources of branding for nourishing and nurturing attachment strength.

The present study contributes to scarce branding literature in context of HEIs. The study proposes role of HEI branding in developing students' attachment strength with their HEIs.

Assertive outreach is based on extensive international research and has been promoted in the UK in 1999 as a key area of the National Service Framework for Mental Health. Its primary aim is to provide a specialist service for people disengaged from traditional approaches of mental health services, but very little attention has been paid to how such services can be developed. Practice Based Evidence, a practice development consultancy, has engaged seven assertive outreach teams to focus on development first, and follow‐up evaluation of the impact of reflective practice on team functioning. This has prompted a number of strengths‐based recommendations for changing the way we think about developing services before we engage in research and evaluation.

The paper's aim is to highlight the value of non‐cognitive strengths such as creativity and grit. In a knowledge age, those aspects will be the distinguishing characteristics in a global work force and must be a goal of educational pursuits.

The paper examines research supporting the inclusion of character strengths in education for a borderless global future.

Presently, most education and work deals with information and data. Technology has made data/facts/information more accessible but less unique for any given learner, worker, or place. At the same time, education has focused on simple distribution of content, knowledge assessment, and testing instead of the development of rich knowledge and non‐cognitive skills. This can be seen in the reliance on testing and achievement, and, by and large, in a generation of students knowing “what” but not “how”, a generation less creative and more prone to set answers, a generation often lacking character strengths and less able to persevere in the face of challenge or failure.

Research must focus more intensely on the character strengths or non‐cognitive skills to better understand their relationship to learning and achievement. Methods of developing character strengths should be researched for efficacy. Correlation between various character strengths (such as creativity and persistence) and academic achievement should be broadly researched. This correlative research could support new methods and foci in education offering a broader, more inclusive direction in learning.

Research has shown character strengths can be better developed in explicit class settings than through tacit methods. Previous research into strengths such as grit and perseverance could also lead to different participant selection for employment, enrollment, or to intervention programs. In a world where information travels around the world in the blink of an eye, in a borderless global future, education must metaphorically cross the cognitive border and begin to directly address that broader set of skills that are cherished but often do not seem to be taught. It is on the border between learning information – explicit knowledge – and affective, social, and behavioral skills where change must occur.

This paper addresses a need in education to examine and explicitly address non‐cognitive skills.

The strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.

The study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employees were interviewed. Data analysis involved thematic analysis with the NVivo 12 software program.

First, the small businesses used a strengths-based approach for employee selection during employees' temporary status of employment and in employee task assignment. However, managers did not employ a strengths-based approach to employee selection during selection interviews, training or performance evaluations. Second, the managers perceived strengths identification as a difficult task. Based on personal observations, they perceived employees' positive character traits, job-related skills and work-related efficiency as employee strengths.

This study informs managers about a potential alternative to the traditional weakness-based management practice. The findings and conceptual arguments suggest that a strengths-based approach can provide a cost-effective alternative to the resource-intensive approaches commonly employed to enhance employee productivity and performance.

The study provides the first empirical evidence on the prospective applicability of the strengths-based approach to small businesses and explores conceptually the suitability of the said approach to this context.

With growing stress at work, the need for scholars to focus on humanizing organizations is pressing. Scholars agree five factors lead to humanizing organizations. This study dwells upon one factor – employee strengths at work (ESAW) – problematizes, identifies the gap in its conceptualization, deploys critical social systems theory and reconceptualizes the construct of ESAW by taking key contextual factors into consideration. Thereafter, this study aims to develop a conceptual model and makes propositions related to the mediating effects of ESAW on the association of leadership style and employee performance.

Aimed at contributing to humanizing organizations, this conceptual study problematizes the construct of competency and the trait-based conceptualization of strengths in identifying gaps in the construct of competency for humanizing organizations. Next, the study deploys the technique of construct mixology for evolving the new construct of ESAW. To empirically test ESAW in the field, the authors deploy the critical social systems theory and develop a conceptual model. Further, drawing upon the conceptual model and the extant literature, the authors develop many propositions for enabling future research.

The study develops a new construct of ESAW that holds the promise of contributing to humanizing organizations. By embedding the current trait-based conceptualization of employee strengths to the context of the organization, the new five-factor construct of ESAW is indigenous to the field of organization science, hence, has a higher relevance. The study develops a conceptual model and makes propositions for empirically testing the new construct in the field that future researchers may focus upon.

There is a compelling need for humanizing organizations. This conceptual study attempts to bring back the focus of researchers on humanizing organizations, within the framework of the market-driven economy. The new construct of ESAW has huge potential for theory-building and empirical testing.

Deployment of ESAW will contribute to humanizing organizations. The construct of ESAW is relevant to practice as it has evolved from the domain of organization science, unlike the earlier trait-based conceptualization of strength that emerged in personality psychology. Practitioners can deploy the construct of ESAW and achieve the two seemingly conflicting objectives of enabling employee well-being while also ensuring superior performance.

Any contribution toward humanizing organizations forebodes increasing the social capital and the personal well-being of employees. If employees are happy at work, their productivity increases. As per the broaden and build theory of Fredrickson, higher well-being and productivity at work creates a spiral of positivity that transcends the working life of an employee. Hence, the study has huge social implications at times when the social fabric is stretched because of multiple demands on an employee.

Constructs developed in other fields and adopted in organization science have less relevance than those evolved in the domain of organization science. Past deficient conceptualization and practices persist unless scholars logically challenge it an alternative and improved conceptualization provided. The new construct of ESAW uses the method of construct mixology after unravelling the assumptions that impedes humanizing organizations.

Examines the fourteenth published year of the ITCRR. Runs the whole gamut of textile innovation, research and testing, some of which investigates hitherto untouched aspects. Subjects discussed include cotton fabric processing, asbestos substitutes, textile adjuncts to cardiovascular surgery, wet textile processes, hand evaluation, nanotechnology, thermoplastic composites, robotic ironing, protective clothing (agricultural and industrial), ecological aspects of fibre properties – to name but a few! There would appear to be no limit to the future potential for textile applications.

This study is embedded in social exchange and transaction cost theories. The purpose of this paper is to compare the relative importance of process value and outcome value in building affective and cognitive relationship strength and to compare the relative effects of each type of relationship strength on attitudinal and behavioral loyalty.

This empirical study features a quantitative approach. The sample comprises 167 business-to-business (B2B) customers of a large transportation and logistics company in Vietnam.

Process value and outcome value have different effects on affective relationship strength. The effect of process value is greater than that of outcome value. In addition, cognitive strength has a stronger impact on both attitudinal and behavioral loyalty than affective strength.

These insights extend extant literature regarding the process and outcome components of the service assessment. Further studies also should use a cross-industry, cross-country sample to examine the potential moderating effects of country- or industry-specific factors. These findings show B2B managers how to make appropriate resource allocation and investment decisions to enhance relationship strength and resulting customer loyalty.

To clarify the links among customer value, relationship strength and customer loyalty, this study examines the relative importance of rational and non-rational factors (i.e. process value vs outcome value and affective strength vs cognitive strength) for relationship performance. Unlike most prior research, this study is set in the B2B context of a developing country.

While the career literature does acknowledge that personal strengths may function as protective factors that increase the likelihood of positive career outcomes, the topic of strengths has predominantly been studied in the context of career guidance for adolescents and young adults. However, the evolution of strengths persists throughout the entire career and individuals’ awareness and inclination to leverage their strengths change when aging. This paper aims to examine strengths over the (career) lifespan.

For this purpose, a conceptual analysis was made of the interplay between age and strengths application within the work environment, based on a narrative review of both empirical and conceptual literature on strengths and lifespan (career) development.

Based on lifespan development theory and results from studies that investigate the relationship between age and strengths, it can be expected that the prominence, awareness and use of strengths, as well as the active engagement in strengths development increase with age. Also, based on the corresponsive principle it is proposed that strengths prominence is reciprocally related to the awareness, use and development of strengths. Implications for future research and practice are discussed.

Whereas positive psychology has contributed to research on career development by its focus on healthy functioning, human potential and well-being the implications from theorizing and research on strengths for the career-lifespan are still relatively unclear. This paper develops testable propositions regarding the relationship between age and strengths and discusses implications for the types of organizational support for strengths that workers of different ages might need.

This paper aims to focus on the unique goal of understanding how marketing spending, a proxy for firm visibility, moderates the effects of corporate social responsibility (CSR) strengths and concerns on stock returns in the short and long terms. In contrast to the resource-based view (RBV) of the firm, the visibility theory, based on stakeholder awareness and expectations, offers asymmetric predictions on the moderation effects of marketing spending.

The predictions are tested based on data from KLD, Compustat and Center for Research in Security Prices from 2001-2010 and panel data based regression models.

Two results support the predictions of the visibility theory over those of the RBV. First, strengths are associated with higher stock returns, for low marketing spending firms, and only in the long term. Second, concerns are associated with lower stock returns, for high marketing spending firms, also only in the long term. A profiling analysis indicates that high marketing spending firms have high R&D spending and are more likely to operate in business-to-customer than business-to-business industries.

The two findings highlight the importance of coordination among chief marketing, sustainability and finance officers investing in CSR and marketing for stock returns, contingent on the firm’s marketing and R&D spending and industry characteristics.

This paper identifies conditions under which CSR is and is not related to stock returns, by uniquely considering three variables omitted in most past studies: marketing spending, CSR strengths and concerns and short- and long-term stock returns, all in the same study.