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The study aims to analyse annual reports of the non-financial European firms listed at the EURO STOXX 50 index over the period of 2007 and 2011.

This study intends to address two main issues: to what extent the country-level institutional forces compel (directly) firm's risk reporting (RR) behaviour and in which way these country-level institutional forces moderate the relationship between RR and firm-level characteristics.

Main findings indicate that, during this period, the European listed companies disclosed more risk information on a voluntary basis (such as operational and strategic risks) and with better informative content (more forward-looking and focused on positive news). Consistent with institutional theory, findings confirm that the country-level institutional forces explain variations on RR. Additionally, it also indicates that the relationship between RR and leveraged firms is weaker among countries with stronger institutional forces. These findings have several implications for investors and regulators in Europe basically in helping achieve efficiency in investment decisions and to stimulate further efforts to improve RR regulations.

This study makes two major contributions. First, it extends Elshandidy's et al. (2015) work by using other country-level institutional forces that capture the efficacy of corporate boards, the protection of minority shareholders' interests, country's level of democracy, law enforcement mechanisms and press freedom. Second, it uses firms that are considered as a blue-chip representation of super-sector leaders in the Eurozone (but from different institutional contexts). This research setting can be more insightful in shedding some light towards our understanding on how these leading firms can promote innovative and high quality level of RR and how country-level driving forces influence these variables.

Many employees experience a “locked at the job” situation and are not satisfied with their current job and at the same time, perceive limited job opportunities. This study examines the process that individuals who experience locked at the job go through and the coping mechanisms individuals use.

A total of Thirty in-depth interviews were conducted. Of the participants, 12 were locked at the job at the time of the interview and 18 participants experienced locked at the job in the past.

The authors identified three phases. Regarding the first phase “becoming locked at the job,” various individual and work environmental causes could be identified. In the second phase “being locked at the job,” the authors identified three levels: low-, medium- and high-locked individuals. Emotion-regulated coping strategies were mainly reappraisal, positive distraction and behavioral avoidance. The third phase “ending locked at the job” revealed that a locked at the job situation often comes to an end either by taking control independently or by external force. Especially, the role of the direct supervisor was decisive during the entire locked at the job process.

In the practical implications, the authors suggest to discuss locked at the job throughout the entire workplace and create an open culture acknowledging that individuals may find themselves in such a situation.

To date, no qualitative study has been conducted before from this perspective. Therefore, it is extremely important to look at this relatively unknown phenomenon from this perspective.

This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the conflict management approach.

The authors test theory-based hypotheses using a field study of new product development teams in an interdisciplinary Masters program (Study 1) and an experimental vignette study (Study 2).

Results show that people are more likely to respond to task conflict and conflicts expressed with less intensity using collectivistic conflict management approaches (i.e. problem-solving, compromising and yielding), and to relationship conflicts and conflicts expressed with higher intensity through forcing, an individualistic conflict management approach. Information acquisition and negative emotions experienced by team members mediate these relationships.

Knowing how the characteristics of the conflict (type and expression intensity) affect conflict management, managers can counteract the tendency to use dysfunctional, forcing conflict management approaches in response to high intensity conflicts, as well as to relationship conflicts and support the tendency to use collectivistic conflict management approaches in response to low intensity conflict, as well as task conflicts.

The authors examine an alternative to the prevailing view that conflict management serves as a moderator of the relationship between conflict and team outcomes. The research shows that conflict type and intensity of conflict expression influence the conflict management approach as a result of the information and emotion they evoke. The authors open avenues for future research on the complex and intriguing relationships between conflict characteristics and the conflict management approach.

This study aims to research the development trend, research status, research results and existing problems of the steel–concrete composite joint of railway long-span hybrid girder cable-stayed bridge.

Based on the investigation and analysis of the development history, structure form, structural parameters, stress characteristics, shear connector stress state, force transmission mechanism, and fatigue performance, aiming at the steel–concrete composite joint of railway long-span hybrid girder cable-stayed bridge, the development trend, research status, research results and existing problems are expounded.

The shear-compression composite joint has become the main form in practice, featuring shortened length and simplified structure. The length of composite joints between 1.5 and 3.0 m has no significant effect on the stress and force transmission laws of the main girder. The reasonable thickness of the bearing plate is 40–70 mm. The calculation theory and simplified calculation formula of the overall bearing capacity, the nonuniformity and distribution laws of the shear connector, the force transferring ratio of steel and concrete components, the fatigue failure mechanism and structural parameters effects are the focus of the research study.

This study puts forward some suggestions and prospects for the structural design and theoretical research of the steel–concrete composite joint of railway long-span hybrid girder cable-stayed bridge.

While aiming to create methods for fibre recycling, the question of colours in waste textiles is also in focus; whether the colour should be kept or should be removed while recycling textile fibre. More knowledge is needed for colour management in a circular economy approach.

The research included the use of different dye types in a cotton dyeing process, the process for decolourizing and the results. Two reactive dyes, two direct dyes and one vat dye were used in the study. Four chemical treatment sequences were used to evaluate colour removal from the dyed cotton fabrics, namely, HCE-A, HCE-P-A, HCE-Z-P-A and HCE-Y-A.

The objective was to evaluate how different chemical refining sequences remove colour from direct, reactive and vat dyed cotton fabrics, and how they influence the specific cellulose properties. Dyeing methods and the used refining sequences influence the degree of colour removal. The highest achieved final brightness of refined cotton materials were between 71 and 91 per cent ISO brightness, depending on the dyeing method used.

Only cotton fibre and three different colour types were tested.

With cotton waste, it appears to be easier to remove the colour than to retain it, especially if the textile contains polyester residues, which are desired to be removed in the textile refining stage.

Colour management in the CE context is an important new track to study in the context of the increasing amount of textile waste used as a raw material.

The purpose of this paper is to examine how legitimacy is gained, maintained or repaired through direct action with salient stakeholders and/or through external reporting, by using a number of empirical case vignettes within a single case study organisation.

The study investigates a foreign affiliate of a large multinational organisation involved in an environmentally sensitive industry. Data collection included semi-structured interviews with 26 participants, organisational reports and participation in the organisation’s annual environmental management seminar and a stakeholder engagement meeting.

Four vignettes featuring environmental issues illustrate the complexity of organisational responses. Issue visibility, stakeholder salience and stakeholder interconnectedness influence a company’s action to manage legitimacy. In the short-term, environmental issues which affected salient stakeholders resulted in swift and direct action to protect pragmatic legitimacy, but external reporting did not feature in legitimacy management efforts. Highly visible issues to the public, regulators and the media, however, resulted in direct action together with external reporting to manage wider stakeholder perceptions. External reporting was used superficially, along with a broad suite of communication strategies, to gain legitimacy in the long-term decision about the company’s future in New Zealand.

This paper outlines how episodic encounters to manage strategic legitimacy with salient stakeholders in the short-term are theoretically distinct, but nonetheless linked to continual efforts to maintain institutional legitimacy. Case vignettes highlight how pragmatic legitimacy via dispositional legitimacy can be managed with direct action in the short-term to influence a limited range of salient stakeholders. The way external reporting features in legitimacy management is limited, although this has predominantly been the focus of prior research. Only where an environmental incident damages legitimacy to a larger number of stakeholders is external reporting also used to buttress community support.

The concept of legitimacy is comprehensively applied, linking the strategic and institutional arms of legitimacy and illustrating how episodic actions are taken to manage legitimacy in the short-term with continual efforts to manage legitimacy in the long-term. Stakeholder salience and networks are brought in as novel theoretical extensions to provide a deeper understanding of the interrelationships between these key concepts with a unique case study.

The purpose of this paper is to present an alternative solution for press-fit technology processes, which could improve the precision of the positioning movements and the stiffness of the structural elements.

A concept is presented and the related kinematics is described. Then, preliminary embodiment evaluations have been performed in terms of kinematics, force control and load distribution on the main structural elements.

Thanks to the additional leg, the proposed solution allows a preload that is capable of compensating the backlash of joints. The particular structure with four extendible legs and eight cardan joints ensures the parallelism between the ground and the plate holding the end effector, without any need of additional controls. However, it implies that the legs are not subjected to pure tension–compression stresses.

This work is focused on the conceptual phase of the design process, with only preliminary embodiment analysis that paves the way for subsequent and more detailed design steps. Especially concerning the actual stiffness of the system, comprehensive evaluations could be performed only after the identification of the particular parts/devices used to implement the main functional elements.

To the best of the authors’ knowledge, this is the first research work that comprehensively describes and analyzes the considered kinematics, within a real industrial application context.

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation.

A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation.

In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions.

The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.

This study aims to compare linear programming and stable marriage approaches to the personnel assignment problem under conditions of uncertainty. Robust solutions should exhibit reduced variability of solutions in the presence of one or more additional constraints or problem perturbations added to some baseline problems.

Several variations of each approach are compared with respect to solution speed, solution quality as measured by officer-to-assignment preferences and solution robustness as measured by the number of assignment changes required after inducing a set of representative perturbations or constraints to an assignment instance. These side constraints represent the realistic assignment categorical priorities and limitations encountered by army assignment managers who solve this problem semiannually, and thus the synthetic instances considered herein emulate typical problem instances.

The results provide insight regarding the trade-offs between traditional optimization and heuristic-based solution approaches.

The results indicate the viability of using the stable marriage algorithm for talent management via the talent marketplace currently used by both the U.S. Army and U.S. Air Force for personnel assignments.