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In this chapter, we explore the implications of benign and malicious envy in the workplace and suggest methods by which leaders can manage the situational context to minimize negative responses to envy and promote positive responses. We argue that three aspects of the organizational context are especially influential in the development of envy: perceptions of fairness, employees’ feelings of control over their situation, and organizational culture. All three impact whether felt envy will be benign or malicious. In addition, the right organizational culture can prevent any feelings of malicious envy from leading to undesirable behaviors. We suggest that by fostering justice, promoting employee feelings of control, and exemplifying an ethical organizational culture leaders can manage the manifestation of envy and resulting behaviors in a positive direction.

The conflict in Darfur reached crisis proportions in 2003 when rebel groups began to attack Government of Sudan forces. These attacks were motivated by years of neglect by the government and by political polarization of the area. Despite ceasefires and peace talks, the violence continues in 2018. This essay examined the crisis in Darfur from the perspective of social structure. Three social structures were identified: global climate change, race, and gender. Although there are significant complexities associated with these three social structures, possible paths to agency for the people of Darfur are discussed.

I argue that while research on collective emotions is gaining in popularity, there has not been sufficient attention paid to understanding the mechanisms that explain how and why group emotions influence group outcomes. The goal of this chapter is to fill this gap by introducing group-member interactions as a group-level mechanism. I explore how positive and negative collective emotions in workgroups link to different types of member interactions, which in turn, influence group outcomes. Finally, I discuss the theoretical contributions of the research and the implications for future research on workgroup emotions and member interactions.

Using corporate value statements of the top Fortune 300 firms for the year 2012, we examine relationships among the stated values of these companies, their industries, and their Corporate Social Responsibility (CSR) performance measures. We classify stated values into 21 broad categories. We find that corporate values exhibit strong industry affiliations. Correspondence analysis and regression models indicate that 19 out of 21 values are related to at least one performance measure and while some values are associated with improved performance (e.g., ethics), others (e.g., safety) have a negative impact. Further, while some values have the anticipated impact on performance (e.g., the shareholder value is positively associated with financial performance), some show no relationship (e.g., the environment value is not associated with environmental performance). Finally, our findings also suggest possible CSR washing in some cases. Overall, the study finds corporate values do affect their performance.

The fact that the world is becoming increasingly urbanized is recognized by the United Nations (UNFPA, 2007) in the State of the World Population Report as the “The Urban Millennium.” In year 1950, 30% of the world's population lived in cities and as of recently, the population has reached up to 50%, making year 2007 a turning point in the history of urban population growth (Bigio, 2003; Kreimer, Arnold, & Caitlin, 2003; UN-HABITAT, 2007). By year 2030, the United Nations expects more than 60% of population to be living in cities (Munich Re, 2005). And as shown by Surjan and Shaw (2009), by year 2050, the world's urban population is expected to grow by 3 billion people. Most of this growth will take place in developing countries, with the urban population in cities and towns doubling. As it has been summarized, from 1991 to 2005, more than 3.5 billion people were affected by disasters; more than 950,000 people have taken their lives unwillingly and damages have reached nearly 1,193 billion US dollars. Developing countries will suffer the most from climate change, since they are disproportionally affected and have intrinsic vulnerabilities to hazards and so far have struggled in increasing the capacity for risk reduction measures (Wahlström, 2009). Nevertheless, by contrast, even in the largest and wealthiest countries, which have diversified economies and risk transfer mechanisms, the loss has topped an amount of billions of US dollars, as was the case with Hurricane Katrina in USA in 2005. It has been confirmed with facts over the last two decades (1988–2007) that 76% of all disaster events were hydrological, meteorological, or climatological in nature, whether it occurred in urban or in rural areas.

One particular egregious type of workplace mistreatment is supervisor abuse, which has received extensive attention due to its heavy cost to organizations including up to 23 billion dollars in annual loss resulting from increases in absenteeism, health care costs, and productivity loss. Employees attribute causes to abusive supervision, and these attributions impact subsequent reactions. In some cases, employees may feel that abusive supervision is justified, leading to the reaction of Schadenfreude, or pleasure in another’s pain. In this chapter, we discuss antecedents to Schadenfreude, its role in observed mistreatment, and propose a conceptual model based on attribution theory.

Los Angeles and California are leading tourism brands and destinations, but what is the future given warmer climates, rising sea levels, water shortages, peak oil, and the continuing trend of urbanization? Studies predict that urban Los Angeles will have a climate that will be unbearable to future tourists and the rural landscape of California will undergo radical reshaping. Does this mean that Los Angeles will be akin to the fiction film Logan's Run? This chapter considers metropolis Los Angeles and the Californian hinterland in 2050. It portrays the future as a reversal of fortunes where ecotourism is an exclusive experience for the mega rich and tourism for the middle classes is restricted to an urban environment and controlled mass tourism excursions.

Purpose: Work-related emotional exposure is a fundamental job characteristic in all kinds of service jobs from sales to law enforcement and corrections and from human services (nursing, counseling) to legal services. But formalized job descriptions are surprisingly silent about the emotional issues accompanying the jobs and roles service workers perform. This is surprising because formalized job descriptions are the foundation of job design, HR, and leadership practices that positively affect employee, customer, and organizational outcomes. Study Design/Methodology/Approach: This is a theory paper and review. To help clarify the emotional labor issues service employees confront, we explicate a model of emotional labor based on the attributes of jobs, roles, and professionalism. Findings: We define emotional labor as service work that exposes those who do such work to interactions with others that can arouse negative emotions. We propose that, while employing organizations define their jobs and employees craft their larger roles, professional norms and values also are a foundation for their emotional labor. Research Implications: We integrate this work-focused emotional labor model into the larger context in which such work occurs via theory and research on organizational climate. We suggest future research on this approach to understanding the antecedents and consequences of emotional labor work. We summarize the major research ideas of what should be the focus of such research and provide a hint about what an emotional labor climate scale might look like based on these ideas. Practical Implications: This chapter offers practical advice to HR managers about how to improve emotional labor. Social Implications: Better management of emotional labor can reduce employee stress and increase employee well-being. Originality/Value: This chapter develops an original model of emotional labor.