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Display rules are formal and informal norms that regulate the expression of workplace emotion. Organizations impose display rules to meet at least three objectives: please customers, maintain internal harmony, and promote employee well-being. Despite these valid intentions, display rules can engender emotional labor, a potentially deleterious phenomenon. We review three mechanisms by which emotional labor can create worker alienation, burnout, stress, and low performance. Though not as widely discussed, emotional labor sometimes has propitious consequences. We discuss the potential benefits of emotional labor as well.

We examine the garbage can model as a case of organizational decision making under temporal order constraints such as in the case of a dispatcher on whose desk problems, solutions, and choice opportunities arrive in a stochastic order and get resolved at particular points in time. We follow the original (Cohen, March, & Olsen, 1972) simulation except their particular setup where the problems and decision makers have access to information regarding the decisions made up to the end of the previous period a rule that we consider to be myopic. Making the assignment (or rule) less myopic would be to provide information about problems that were attached in the current period and about decision makers that were assigned a choice this period to problems and to decision makers. We also bring in an expediter who can select one or two choices to expedite each period. The expediter is endowed with a total energy of 55 that can be expended on resolving any choice to decision. Each period after the problems are attached and decision makers assigned to choices, the expediter scans the choices. The expediter selects the two choices that are the closest to decision and expends energy to move them to decision. The simulations we ran show improvement in certain situations as measured by the number of unsolved problems. We discuss our results in the sense of providing simple design features to a complex decision situation. We also discuss the paradigm of the garbage can model in the larger context of organizational decision making.

With its worldwide fame for making action films, Hong Kong cinema has been defined as masculine. Action films, including the costumed martial arts films and the modern gangster films, have been a major genre in Hong Kong cinema from the 1960s on. Despite the dominant masculinity, women still play significant roles in some of these films. In fact, fighting women leave footprints in the history of Hong Kong cinema, which precede their counterparts in the West and even provide models for Hollywood after 2000.

This chapter focuses on the female characters portrayed by the acclaimed Hong Kong director Wong Kar-wai, whose works have an ambiguous connection to mainstream genres. He modifies Hong Kong action films and creates unconventional female characters such as the drug dealer in Chungking Express (1994), the killer dispatcher in Fallen Angels (1995), the swordswoman in Ashes of Time (1994), and the kung fu master in The Grandmaster (2013). Wong's films have been mush discussed in academia, but the gender images therein are quite ignored. With high intertextuality, these characters are used to question mainstream action films and redefine women's roles in male's cinematic space. In addition, via the writing of these women, Wong constructs an open and ambivalent post-colonial Hong Kong identity. This paper contextualises the figures of sword-wielding and gun-shooting women and examines how Wong Kar-wai deploys these images to articulate the cultural identity of a post-colonial city.

This chapter applies the Consortium for Advanced Management, International (CAM-I) Activity-Based Cost Management (ABC/M) tool to paratransit. The intent is to enable agencies sponsoring rides to save money through sharing rides and vehicle-time.

Several paratransit cost-allocation models from Transit Cooperative Research Program (TCRP) and other sources are reviewed and one is adapted to the ABC/M methodology, based upon the author’s previous work proportionately allocating ride time among sponsoring agencies at a consolidated human service transportation agency and the price sheets used in contracted operations to minimize financial risk.

Through application of the principles of ABC/M, paratransit providers can properly allocate costs, determine the costs of providing proposed new services, plan for future vehicle acquisitions, and motivate their customers to tailor their transportation needs in a manner that will save them money and boost efficiency.

University-based transportation studies programs may be motivated to apply these strategies to urban and rural paratransit providers that serve several customer agencies.

If agencies sponsoring paratransit rides understand that funds can purchase more rides during off-peak hours or if rides are shared with clients of other agencies, then paratransit resources can be used more efficiently and to the benefit of more individuals.

By enabling the provision of more rides, a greater number of riders will be enabled to reach necessary services and participate in community life.

This is the first application of the ABC/M methodology to paratransit (and transit) and possibly to social services.

Just who is the ‘analyst’ who practices rhythmanalysis? The extension of the name ‘rhythmanalyst’ to other than scholarly practitioners makes possible an investigation of the relationship of rhythmanalysis to other rhythmanalytic forms of knowing and representing urban space and the ways in which these differing but related practices may challenge, undermine or inform each other. In this paper, drawing on years of ethnographic and autoethnographic research in three North American cities, I discuss the rhythmanalytical practice involved in cabdriving, as this is shaped by the technologies drivers use to sense the city and by the transformation of the taxicab into the ‘ridesharing’ or soft cab. First, I discuss the occupational knowledge and wayfinding practice of cabdrivers and the extent to which their work requires the development by means of a variety of tools and practices, of a sense of the city as composed of multiple interacting rhythmic movements or polyrhythmia, with which they must strategically converge and facilitate. Second, I discuss the redelegation of the role of rhythmanalyst to predictive algorithms and mobile interfaces, as part of the reinvention of the taxicab, and its associated micropolitics and power/knowledge relations, by smartphone-enabled hailing and dispatching services. Struggles over, and transformations of, these non-academic forms of rhythmanalysis may provide insight, in turn, into the contemporary politics of the production of social space.

Although adverse events are less studied in the prehospital setting, the evidence is beginning to paint an alarming picture. Consequently, improvements in Emergency Medical Services (EMS) demand a paradigm shift regarding the way care is conceptualized. The chapter aims to (1) support the dialogue on near-misses and adverse events as a learning opportunity and (2) to provide insights on applications of multiteam systems (MTSs).

To offer discussion on near-misses and adverse events and knowledge on how MTSs are applicable to emergency medical care, we review and dissect a complex patient case.

Throughout this case discussion, we uncover seven pertinent issues specific to this particular MTS: (1) misunderstanding with number of patients and their locations, (2a) lack of context to build a mental model, (2b) no time or resources to think, (3) expertise-facilitated diagnosis, (4) lack of communication contributing to a medication error, (5) treatment plan selection, (6) extended time on scene, and (7) organizational culture impacting treatment plan decisions.

By dissecting a patient case within the prehospital setting, we can highlight the value in engaging in dialogue regarding near-misses and adverse events. Further, we can demonstrate the need to expand the focus from simply teams to MTSs.

To explore how the rise of Transportation Network Companies (TNCs) may affect paratransit.

A review of published material and interviews with paratransit managers.

TNCs, typified by Uber and Lyft, are having a significant impact on the taxi industry, which is affecting some US paratransit programs for people with disabilities because it limits the ability of those programs to partner with taxis for a portion of their service. However, some programs have avoided these negative impacts by contracting with taxi companies in a way that provides guaranteed work for some number of drivers.

Paratransit programs might be able to partner with TNCs much as they do now with taxis. However, a number of significant issues would have to be addressed including the lack of any way to schedule a trip in advance, little or no monitoring or dispatching assistance provided to drivers at the time of service, insurance coverage that does not meet typical public agency requirements for contracts, limited screening of drivers or inspection of vehicles, lack of specialized driver training, lack of any provision to negotiate rates, and lack of wheelchair accessible vehicles.

US civil rights legislation applies to TNCs and requires them to serve individuals with disabilities who can use the service; assist with the stowing of mobility devices; not charge higher fares or fees for people with disabilities; and allow service animals.

The value is to help paratransit programs and policy makers adapt to changes in the market for transportation services brought on by technology.

This study compares dispute resolution strategies of workers in hierarchical, conventional businesses with those of members of worker cooperatives – organizations in which all workers co-own and co-manage the business. Drawing on data from three industries (coal mining, taxicab driving, and food distribution), this study finds some support for predictions in the literature that assert that the cooperative's flattened structure and egalitarian ideology will affect workers’ grievance resolution. Although the data do not indicate a single pattern in dispute resolution strategies (i.e., with all members of the cooperatives resolving their disputes one way and all non-cooperative employees using a different strategy), the data do demonstrate that, when comparing matched cooperative and conventional businesses within each industry, the worker cooperative members possess more dispute resolution strategies than their conventionally employed counterparts.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.