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The perception and communication of risk for organizations are highly topical and difficult to address in higher education (HE) due to its complexity and variety of structures, processes and identities. The omnipresence of managerialism in HE currently also impacts organizational innovation. This is interrogated in terms of the form and effect of innovation and improvization (Cunha, Neves, Clegg, & Rego, 2015). The development of tools to manage risk perception is discussed alongside perceptions of risk and their potential management through agile processes to enable a university-wide collaboration across services to enable a unified and streamlined proactive management of risk and its corollaries of loss.

The focus of this chapter is on the daily management of operational risks in higher education institutions (HEIs). It considers the causes and impact of drift and competitiveness in organizational processes and their impact on organizational efficiency. This chapter will consider risk perception and contract management across HEIs.

This study examines some pertinent individual-level factors and consequences of consumers' continuous social media brand engagement (SMBE) practices. Further, this study examines the moderating effect of other-efficacy to deepen the understanding.

Online survey data collected from 785 respondents, through a convenience sampling technique on Facebook, was analyzed through structural equation (SEM) modeling with AMOS 23.0.

The findings suggest that compatibility with lifestyle, perceived information quality and escapism, which significantly drive consumers' continuous engagement with brands on social media. However, perceived enjoyment does not. Other-efficacy duly moderates consumers' continuous SMBE practices. While continuous SMBE significantly drives consumer-based brand equity (CBBE), continuous SMBE does not have any significant relationship with consumers' subjective well-being (SWB).

This study reports robust findings on the effects of individual-level factors that drive consumers' continuous SMBE practices. However, the study only focused on Facebook brand pages. This is a limitation for generalizability of results because the research did not take a holistic view of all types of social media.

The research suggests a need for managers to project their brands and share relevant and stimulating information throughout their continuous SMBE with consumers to build strong consumer–brand relationships. Managers should also engage consumers with interesting social media messages as well as both informative and transformative creative strategies to excite them. This will further give consumers a reason to continuously interact with the brand on social media platforms.

This study is one of the very few works to tease out pertinent factors that drive consumers' continuous SMBE practices. The paper integrates the consumer-level factors and moderating effects of other-efficacy through the lens of Social Cognitive Theory (SCT) and Uses and Gratification Theory (UGT) to make a significant contribution to the SMBE literature.

Japanese‐focused management papers were examined to answer four questions: (1) Has there been a relative increase in the proportion of Japanese‐focused papers published? (2) Has there been a relative increase in the proportion of Japanese‐focused Organizational Behavior (OB) papers published? (3) What is the nature of Japanese‐focused OB papers? and (4) Are there “gaps” in the Japanese‐focused OB literature? The paper particularly reports current content appearing between 1994 and 2001 juxtaposed with that reported earlier by Godkin, Endoh, and Cahill (1995) appearing between 1981 and 1993.

Recent research examines the implications of components of accruals for future profitability. Because the persistence of earnings varies with the level of company profitability, we expect differences between profitable and loss‐making companies in the association between components of accruals and future profitability. Using the approach adopted by Richardson, Sloan, Soliman and Tuna (2006) we find evidence suggesting that the components of accruals related to revenue growth and to change in asset turnover are less persistent than the cash flow component of earnings for profitable Australian companies. For loss‐making companies, however, the persistence of the accrual component of earnings is found to be higher than for the cash flow component of earnings, suggesting that the accrual component is more informative than the cash flow component in explaining period ahead profitability for many currently unprofitable companies.

The purpose of this paper is to explore the use of Twitter by Members of the Scottish Parliament (MSPs) for the provision of constituency-related information, or in support of their constituency service work.

Content analysis of 10,411 tweets sent by the 105 MSPs on Twitter during four weeks in early-2014.

While there was some evidence of MSPs on Twitter acting as a promoter of local community interests and as a conduit for information on local policy issues and events, their tweets were dominated by the wider, national, political agenda and by the Scottish independence debate. Compared with their online behaviour as parliamentary candidates three years earlier, MSPs placed an even greater emphasis on the one-way broadcast of information to their followers. They were reluctant to respond to contentious local policy questions, or to enter into any visible, meaningful, political debate with their constituents.

Although the research was conducted seven months before the Scottish independence referendum on 18 September 2014, the independence debate still dominated proceedings on Twitter. It might, therefore, be appropriate to revisit MSPs’ use of Twitter at some point during a truer “peacetime” period.

This is the first systematic content analysis of tweets sent by all MSPs on Twitter. It allows the authors to compare their actual Twitter use with that envisaged by the Scottish Parliament, as a way of MSPs communicating about their work and engaging with their constituents.

In business-to-business (B2B) settings, research on social media sites (SMS) has primarily examined the benefits and challenges relating to their use, as well as factors driving their adoption. Recently, attention has turned to the consequences of using SMS in B2B markets. The purpose of this paper is to extend this line of research by investigating the impact of B2B brands’ social media presence, interactivity and responsiveness on customers’ perceptions of four indicators of brand relationship strength (commitment, intimacy, satisfaction and partner quality).

Data from an online survey (N = 200) with customers of UK-based B2B firms were analysed using structural equation modelling.

The study reveals that a supplier’s presence on Twitter, LinkedIn and Facebook has a positive impact on all four brand relationship strength indicators; interactivity enhances perceived partner quality, while responsiveness positively influences commitment. Differences across the three SMS are also observed.

The research was conducted on a sample of UK-based firms with varying degrees of SMS use that may influence the impact on B2B brand relationship strength.

This study indicates that B2B brands ought to focus primarily on presence on SMS, given its positive impact on brand relationship strength. At the same time, however, B2B brands should be active in responding to customers’ queries on SMS, as well as interacting with them to enhance commitment and perceived partner quality, respectively.

This study contributes to the digital marketing and B2B relationships interface and is the first to examine the role of B2B brands’ presence, interactivity and responsiveness on SMS in enhancing relationships with customers.

This study examined the relationship of male psychologists’ perception of organizational values supporting work‐personal life balance in their workplace and their work experiences, indicators of work and life satisfaction and psychological well‐being. Data were collected from 134 men using anonymous questionnaires. Male psychologists reporting organizational values more supportive of work‐personal life balance also reported more joy in work, less job stress, lower intentions to quit, greater job, and career and more optimistic career prospects, satisfaction, fewer psychosomatic symptoms and more positive emotional and physical well‐being. Interestingly, organizational values supporting balance had no relationship with hours worked on job involvement.