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This article describes an experiment in a Kydland/Prescott type of environment with cheap talk. Individual evolutionary learning (IEL) acts as a policy maker that makes inflation announcements and decides on actual inflation rates. IEL evolves a set of strategies based on the evaluation of their counterfactual payoffs measured in terms of disutility of inflation and unemployment. Two types of private agents make inflation forecasts. Type 1 agents are automated and they set their forecast equal to the announced inflation rate. Type 2 agents are human subjects who submit their inflation forecast and are rewarded based on their forecast error. The fraction of each type evolves over time based on their performance. Experimental economies result in outcomes that are better than the Nash equilibrium. This article is the first to use an automated policy maker that changes and adapts its rules over time in response to the environment in which human subjects make choices.

Through a number of comprehensive reviews, the Institute of Medicine (IOM) has recommended that healthcare organizations develop safety cultures to align delivery system processes with the workforce requirements to improve patient outcomes. Until health systems can provide safer care environments, patients remain at risk for suboptimal care and adverse outcomes. Health science researchers have begun to explore how safety cultures might act as an essential system feature to improve organizational outcomes. Since safety cultures are established through modification in employee safety perspective and work behavior, human resource (HR) professionals need to contribute to this developing organizational domain. The IOM indicates individual employee behaviors cumulatively provide the primary antecedent for organizational safety and quality outcomes. Yet, many safety culture scholars indicate the concept is neither theoretically defined nor consistently applied and researched as the terms safety culture, safety climate, and safety attitude are interchangeably used to represent the same concept. As such, this paper examines the intersection of organizational culture and healthcare safety by analyzing the theoretical underpinnings of safety culture, exploring the constructs for measurement, and assessing the current state of safety culture research. Safety culture draws from the theoretical perspectives of sociology (represented by normal accident theory), organizational psychology (represented by high reliability theory), and human factors (represented by the aviation framework). By understanding not only the origins but also the empirical safety culture research and the associated intervention initiatives, healthcare professionals can design appropriate HR strategies to address the system characteristics that adversely affect patient outcomes. Increased emphasis on human resource management research is particularly important to the development of safety cultures. This paper contributes to the existing healthcare literature by providing the first comprehensive critical analysis of the theory, research, and practice that comprise contemporary safety culture science.

Medical errors in obstetric departments are commonly reported and may involve both mother and neonate. The complexity of obstetric care, the interactions between various disciplines, and the inherent limitations of human performance make it critically important for these departments to provide patient-safe and friendly working environments that are open to learning and participative safety. Obstetric care involves stressful work, and health care professionals are prone to develop burnout, this being associated with unsafe practices and lower probability for reporting safety concerns. This study aims to test the mediating role of burnout in the relationship of patient-safe and friendly working environment with unsafe performance. The full population of professionals working in an obstetrics department in Malta was invited to participate in a cross-sectional study, with 73.6% (n = 184) of its members responding. The research tool was adapted from the Sexton et al.’s Safety Attitudes Questionnaire – Labor and Delivery version and surveyed participants on their working environment, burnout, and perceived unsafe performance. Analysis was done using Structural Equation Modeling. Results supported the relationship between the lack of a perceived patient-safe and friendly working environment and unsafe performance that is mediated by burnout. Creating a working environment that ensures patient safety practices, that allows communication, and is open to learning may protect employees from burnout. In so doing, they are more likely to perceive that they are practicing safely. This study contributes to patient safety literature by relating working environment, burnout, and perceived unsafe practice with the intention of raising awareness of health managers’ roles in ensuring optimal clinical working environment for health care employees.

This manuscript reports an exploratory investigation to integrate emotions into the study of post-crisis communication. Using the discussion of the role of affect in Attribution Theory, the research integrates emotion into Situational Crisis Communication Theory (SCCT), one approach to post-crisis communication. SCCT uses crisis responsibility, how much people believe the organization is responsible for the crisis, to determine the most effective post-crisis communication strategy for protecting the organization's reputation. The research examines the amount of sympathy, anger, and schadenfreude generated by a variety of crisis types. The focus is on the connection between these three emotions and perceptions of crisis responsibility. The results suggest how emotion can be integrated into post-crisis communication and supports the value of including emotion in future research.

Anthropomorphism in Artificial Intelligence (AI)-powered devices is being used increasingly frequently in consumer-facing situations (e.g., AI Assistants such as Alexa, virtual agents in websites, call/chat bots, etc.), and therefore, it is essential to understand anthropomorphism in AI both to understand consequences for consumers and to optimize firms' product development and marketing. Extant literature is fragmented across several domains and is limited in the marketing domain. In this review, we aim to bring together the insights from different fields and develop a parsimonious conceptual framework to guide future research in fields of marketing and consumer behavior.

We conduct a review of empirical articles published until November 2021 in Financial Times Top 50 (FT50) journals as well as in 41 additional journals selected across several disciplinary domains: computer science, robotics, psychology, marketing, and consumer behavior.

Based on literature review and synthesis, we propose a three-step guiding framework for future research and practice on AI anthropomorphism.

Our proposed conceptual framework informs marketing and consumer behavior domains with findings accumulated in other research domains, offers important directions for future research, and provides a parsimonious guide for marketing managers to optimally utilize anthropomorphism in AI to the benefit of both firms and consumers.

We contribute to the emerging literature on anthropomorphism in AI in three ways. First, we expedite the information flow between disciplines by integrating insights from different fields of inquiry. Second, based on our synthesis of literature, we offer a conceptual framework to organize the outcomes of AI anthropomorphism in a tidy and concise manner. Third, based on our review and conceptual framework, we offer key directions to guide future research endeavors.

This concluding chapter not only summarises the key discussions and arguments of the preceding chapters but also reflects on organisational, managerial, supervisory, behavioural, social and cultural factors shaping the miners’ reactions to the restructured and formalised deep-level mining work processes and their unofficial job tactic of making a plan (planisa). The chapter provides suggestions on how the positive aspects of planisa could be harnessed and negative aspects addressed towards efficient, productive and safer organisational, managerial, supervisory and operational practices at the rock-face down the mine.