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Examines the Internet’s potential for becoming an information highway. Defines the information highway and the Internet. Describes the characteristics of an information highway. The concept of an information highway puts some requirements on the infrastructure. The users of an information highway, who are located in the residential and business environment, have their share of requirements as well, but they focus on the requirements put forward by the services or applications they will use on an information highway. Checks whether the Internet has implemented these properties and how, or if work is going on to develop them. The framework for this discussion is the TCP/IP reference model. Places some emphasis on the IP next generation protocol, IP version 6 (IPv6). Provides an overview showing all the properties with an indication of how well the posed requirements are met. Concludes that the Internet certainly has potential for becoming an information highway.

An examination of the commonalities and differences between performance management practices in the public and private sector.

A literature review of 100 publications in international academic journals over the last 20 years.

The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected.

Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable.

Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS.

A comprehensive review of performance management practices in the public and private sector.

The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).

To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams.

Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important.

Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted.

The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance.

This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.

Eric Broekaert passed away shortly after the XVIth European Working group on Drug-Oriented Research (EWODOR)-conference in Rome on 28 September 2016. He was one of the great TC pioneers in Europe, who founded the first TC for addictions in Belgium (De Kiem) and co-founded the European Federation of Therapeutic Communities and EWODOR. He was a respected Professor of “Orthopedagogics” at Ghent University and a Member of the Editorial Collective of Therapeutic Communities: the International Journal of Therapeutic Communities. The paper aims to discuss the overview of the career of Eric Broekaert.

In this obituary, the authors provide an overview of his career, major achievements and theoretical, methodological and integrative ideas, clustered around four typologies: university professor and scholar; manager and source of inspiration; TC pioneer and believer, and integrative thinker.

Besides his obvious merits as a TC researcher and advocate, one of his major theoretical contributions has been the introduction of the holistic, integrative approach and the idea that diverse types of interventions, as well as methodological approaches can alternatively go together.

He regarded TCs as the ultimate integration of various educational and therapeutic approaches to promote growth and quality of life among severely disadvantaged populations, such as drug addicts and children and adults with emotional and behavioural disorders.

This study investigates how employees' experience of suffering from insomnia might reduce the likelihood that they perform creative activities, as well as how this negative relationship might be buffered by employees' access to resources at three levels: an individual resource (affective commitment), a relational resource (knowledge sharing with peers) and an organizational resource (climate of organizational forgiveness).

Quantitative data came from a survey of employees in the banking sector.

Insomnia reduces creativity, but this effect is weaker when employees feel a strong emotional bond to their organization, openly share knowledge with colleagues and believe that their organization forgives errors.

The limitations of this research include its relatively narrow scope by focusing on one personal stressor only, its cross-sectional design, its reliance on subjective measures of insomnia and creativity and its single-industry, single-country design.

The findings indicate different, specific ways in which human resource managers can overcome the challenges associated with sleep-deprived employees who avoid productive work behaviors, including creativity.

This study adds to extant scholarship by specifying how employees' persistent sleep deprivation might steer them away from undertaking creative behaviors, with a particular focus on how several pertinent resources buffer this process.

Influenced by evolutions in mental health, a meeting house, “Villa Voortman”, was recently developed. It is based on an integration of therapeutic community (TC) and psychoanalytical Lacanian thinking. The purpose of this paper is to investigate the position of Villa Voortman in the treatment continuum for dually diagnosed clients. Two research questions are addressed: how does Villa Voortman operate ? and how do clients perceive the Villa?

The first question was tackled by a personal account of the founders of Villa Voortman. The second question was addressed by a qualitative study using video-material of 19 visitors’ personal accounts.

The visitors mentioned three themes: social inclusion, personal development and equality. These aspects are further refined into sub-themes including the provision of “asylum”; the instalment of a warm and welcoming atmosphere; the focus on real human encounter; a permissive, supportive and “waiting” environment; a minimal but “good enough” structure; the necessity of a place where persons can develop themselves; the striving for social inclusion and future perspectives; and the support in becoming inclusive citizens again.

The value of the paper lies in disclosing the visitors’ lived experience. This is an essential part of shedding light on the “active ingredients” of support, In reference to the title, visitors nor treatment staff have “carte blanche” with regard to how support develops, as this is driven by the dialectal course of everything that occurs during the support process.

Chinese outward foreign direct investment (OFDI) often causes negative public responses, particularly in western industrialized countries. An important instrument of Chinese multinational corporations (MNCs) to overcome these concerns is the use of political strategies. The paper aims to discuss these issues.

Based on institutionalist theory, the author formulates research hypotheses and tests them with a sample of 611 subsidiaries of Chinese MNCs in Germany.

The study shows that CEO political connection is positively associated with the use of the information and financial incentives strategies, while state ownership influences the use of the financial incentives and reputation-building strategies. Also, moderating effects of subsidiary age on these three political strategies are revealed.

The author derives implications for the literature on corporate political strategies as well as for research on Chinese OFDI, institutional theory and international management theory.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

The purpose of this paper is to examine the hitherto unexplored relationship between employees’ perceptions of informational injustice with respect to change and their negative workplace emotions, as well as how this relationship might be mitigated by structural and relational features of the organizational context.

The paper draws on quantitative data collected through the 2011 Workplace Employment Relations Survey. The hypotheses are tested with ordered probit analysis using random effects.

The findings show that informational injustice enhances the development of negative workplace emotions, yet this effect is attenuated at higher levels of job influence, reward interdependence, trust, and organizational commitment.

The findings contribute by identifying several contingencies that attenuate the harmful effect of informational injustice with respect to change on negative workplace emotions. The limitations of the study include the lack of data on change-specific outcomes and the reliance on the same respondents to assess the focal variables.

The study suggests that organizations facing the challenge of sharing complete information about internal changes can counter the employee stress that comes with limited information provision by creating appropriate internal environments.

The study adds to research on organizational change by providing a better understanding of an unexplored driver of negative workplace emotions (i.e. informational injustice with respect to change) and explicating when such informational injustice is more or less likely to enhance these emotions.

This study unpacks the relationship between employees' perceptions of organizational politics and their helping behavior, by explicating a mediating role of employees' affective commitment and moderating roles of their tenacity and passion for work.

Quantitative survey data were collected from 476 employees, through Amazon Mechanical Turk.

Beliefs that the organizational climate is predicated on self-serving behaviors diminish helping behaviors, and this effect arises because employees become less emotionally attached to their organization. This mediating role of affective commitment is less salient to the extent that employees persevere in the face of challenges and feel passionate about working hard.

For human resource managers, this study pinpoints a lack of positive organization-oriented energy as a key mechanism by which perceptions about a negative political climate steer employees away from assisting organizational colleagues on a voluntary basis. They can contain this mechanism by ensuring that employees are equipped with energy-boosting personal resources.

This study addresses employees' highly salient emotional reactions to organizational politics and pinpoints the critical function of affective commitment for explaining the escalation of perceived organizational politics into diminished helping behavior. It also identifies buffering effects linked to two pertinent personal resources.