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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.

All educators will inevitably face unwanted student behavior that they need to address. A ubiquitous response to unwanted behavior is exclusionary discipline practices, including time-out, office discipline referrals, and suspensions. However, extensive research has demonstrated that these practices are associated with negative outcomes, including increased likelihood of further unwanted behavior, decreased achievement, and racial/ethnic discipline disparities. In this chapter, we provide a preventative alternative to exclusionary practices, school-wide positive behavioral interventions and supports (SWPBIS). SWPBIS is an evidence-based framework for implementing systems to reduce unwanted behavior and increase prosocial behavior, decreasing the need for exclusionary practices.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.

Empathy, or the process of feeling or knowing how another feels, is a critical component of social interactions, and may be of particular importance to organizational functioning. This chapter addresses a literature gap on empathy in organizational contexts by providing a review of empathy research in a management setting.

We integrate the developing field of empathy research and provide a conceptual framework built on Ashkanasy’s (2003) five levels of analysis in emotions research, emphasizing within-person, between-person, interpersonal, group-level, and organization-level processes.

Our model addresses the complaint that empathy definitions are not consistent by illustrating how the level of analysis alters the view of empathy’s role in organizations.

This multi-level model of empathy provides a framework to identify gaps in the empathy literature and make recommendations for future research.

This new model of empathy will help practitioners use and understand empathy by providing a structure of how empathy is manifested in organizational settings.

The field of empathy research has been limited by inconsistent definitions and a lack of a model that outlines how empathy is used in organizations. This multi-level model of empathy provides the necessary framework for researchers and practitioners to advance the research and practice of empathy in organizations.

Creativity and innovation are important for fulfilling organizational goals. In understanding ways to enhance creativity research has moved on from understanding individual creativity, to an organizational analysis of successful firms that encourage creativity. However, an additional source of creativity stems from direct and indirect leadership and the decisions leaders make to enhance creativity throughout the organization. This chapter examines creativity in film and television as influenced by leadership activities at the organization, team, and individual level and describes lessons learned.

Facebook “likes” are often used as a proxy of users’ attention and an affirmation of what is posted on Facebook (Gerodimos & Justinussen, 2015). To determine what factors predict “likes,” the authors analyzed Facebook posts made by the campaigns of Hillary Clinton, Bernie Sanders, and Donald Trump, the top three candidates from the 2016 US primary election. Several possible factors were considered, such as the types of posts, the use of pronouns and emotions, the inclusion of slogans and hashtags, references made to opponents, as well as candidate’s mentions on national television. The results of an ordinary least-squared regression analysis showed that the use of highly charged (positive or negative) emotions and personalized posts (first-person singular pronouns) increased “likes” across all three candidates’ Facebook pages, whereas visual posts (posts containing either videos or photos) and the use of past tenses were liked more often by Hillary Clinton and Bernie Sanders’ followers than by Trump’s followers. Television mentions boosted likes on Clinton and Sanders’ posts but had a negative effect on Trump’s. The study contributes to the growing literature on digitally networked participation (Theocharis, 2015) and supports the emerging notion of the new “hybrid media” system (Chadwick, 2013) for political communication. The study also raises questions as to the relevance of platforms such as Facebook to deliberative democratic processes since Facebook users are not necessarily engaging with the content in an organic way, but instead might be guided to specific content by the Facebook timeline algorithm and targeted ads.