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The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.

Data were collected from 244 alumni of a Midwestern public university.

The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.

The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.

For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.

Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

This study aims to identify when and why receiving i-deals will result in an increase in affective commitment rather than continuance commitment. As affective commitment yields long-term benefits for organizations than continuance commitment, this work will help organizations accrue maximum benefits from granting i-deals.

This study develops a cognitive model delineating the process between i-deal receipt and the variation in i-dealers’ continuance or affective commitment.

After receiving i-deals, i-dealers’ perceived valence may change with i-dealers’ evaluations of i-deal resources under the condition of coworkers' negative reactions or organizational investment. The i-deal valence changes trigger i-dealers’ internal or external attributions of coworkers' negative reactions or organizational investment, which leads to the variation in continuance or affective commitment. The changes of affective commitment also affect the variation in continuance commitment.

Integrating expectancy theory and attribution theory, this research addresses inconsistent findings about i-deals’ effect on continuance or affective commitment by revealing the critical factors that lead to the variation in the two types of commitment. The proposed model offers new theoretical rationale for why i-dealers may not reciprocate the goodwill of i-deals to their organizations. This study suggests i-dealers will engage in attributions rather than being passive recipients of their coworkers' negative reactions, which challenges previous view that the effectiveness of i-deals is ultimately determined by coworkers' acceptance. This research also extends the i-deal dynamics literature by depicting how i-deal valence changes arise and influence continuance or affective commitment.

Idiosyncratic deals (i-deals) have been shown to influence several employee outcomes positively. To extend the research, the authors examine the effect of i-deals on employees’ perceptions of organizational justice, in particular, how the relationship between employees’ own i-deals and organizational justice is affected by employees' job performance as well as their perceptions of coworkers’ i-deals.

The authors tested the theoretical model using survey data from 182 hotel employees.

Results show that i-deals are positively related to employees’ perceptions of organizational justice and that such effects are stronger among high performing employees. The effect of i-deals on organizational justice was also more pronounced among employees who viewed coworkers as having successfully negotiated i-deals.

The authors' findings suggest that organizations can benefit from providing i-deals through employees’ enhanced perceptions of organizational justice. The paper thus recommends that organizations understand the impact of providing more flexible human resources (HR) practices and customized work arrangements that are aligned with individual goals and needs. This may be particularly relevant to high performers. Furthermore, the findings suggest that organizations may want to make i-deals available to employees more widely than to just a few selected individuals.

This study is one of a few attempts that empirically investigate the relationship between i-deals and organizational justice. The findings of this study shed light on the possibility that employees develop positive justice perceptions toward employeesʼ organization based on the appreciation of the customized work arrangements granted to both themselves and others.

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

An ageing population is a characteristic shared by many developed economies. One obvious consequence of this trend is an increase in the number of older workers. Age equals knowledge, skills and experience. So, given the value of these qualities in the workplace, firms should continue to utilize what such individuals have to offer. Insightful organizations realize this and have begun to devise certain human resource practices with their more senior employees in mind. But results have been inconsistent thus far. This suggests that a different strategy is required. It is normal for people's needs to change as they get older. With age comes heterogeneity. Now this should be noted within the workplace as well as outside of it. In the light of such knowledge, perhaps a more targeted approach could be of greater benefit to senior members of staff.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

As Chinese imported cross-border e-commerce has entered a stage of rapid development, the problem of consumer shopping risk is increasingly prominent and the crisis of consumer trust is intensified. The theory of establishing consumer trust in traditional online shopping can no longer meet the need of cross-border context.

The researchers used the methods of network logs and grounded theory. The data collection and analysis are conducted on consumer comments from Tmall Global, NetEase Koala and JD Worldwide in the product comment area. This article explored and extracted the moderating variables of consumer perceived risk and cross-border characteristics in cross-border e-commerce. Based on the theory of “perceived risk – consumer trust – consumer purchase decision – making,” this article deduced mechanism of consumer dynamic trust based on the whole process of cross-border e-commerce transaction.

In the prepurchase, purchase and postpurchase stages of cross-border e-commerce transactions, consumers' perceived cognitive risk, transaction risk and utility risk are moderated by the cultural distance, geographical distance and institutional distance caused by the cross-border transaction subjects. On this basis, the preinfluence factors of trust in each transaction stage are synthesized to respectively influence the establishment of cognitive trust, emotional trust and behavioral trust, so as to affect consumers to make the order payment, confirm receipt and praise repurchase decisions. At the same time, with the advance of prepurchase, purchase and postpurchase transactions in cross-border online shopping, consumer trust presents a dynamic evolutionary path of “cognitive trust – emotional trust – behavioral trust.”

This article expands the application context of the theory of consumer rational behavior from traditional online shopping to the context of cross-border online shopping and expands the scope of interpretation of the theory of consumer rational behavior. This article also supplements the theoretical gaps in the dynamic evolution of consumer trust in cross-border online shopping, enriches the decision-making process model of consumers in the context of cross-border online shopping and provides new ideas for follow-up research.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

First January 1973 will not only mark the beginning of a New Year but a year which history will mark as a truly momentous one, for this is the year that Britain, after centuries of absence, re‐enters the framework of Europe as one of the Member‐States of the enlarged European Community. This in itself must make for change on both sides; Britain is so different in outlook from the others, something they too realize and see as an acquisition of strength. There have been other and more limited forms of Continental union, mainly of sovereignty and royal descent. Large regions of France were for centuries under the English Crown and long after they were finally lost, the fleur de lis stayed on the royal coat of arms, until the Treaty of Amiens 1802, when Britain retired behind her sea curtain. The other Continental union was, of course, with Hanover; from here the Germanized descendants of the Stuarts on the female line returned to the throne of their ancestors. This union lasted until 1832 when rules of descent prevented a woman from reigning in Hanover. It is interesting to speculate how different history might have been if only the British Crown and the profits of Tudor and Stuart rule had been maintained in one part of central Europe. However, Britain disentangled herself and built up overwhelming sea power against a largely hostile Europe, of which it was never conceived she could ever be a part, but the wheel of chance turns half‐circle and now, this New Year, she enters into and is bound to a European Community by the Treaty of Rome with ties far stronger, the product of new politico‐economic structures evolved from necessity; in a union which cannot fail to change the whole course of history, especially for this country.

The purpose of this paper is to investigate the impact of reciprocity in privacy settings on the compromises and losses in utility encountered by users. The authors base our study on WhatsApp because of the inherent reciprocity in its privacy settings to understand users’ preferences and reasoning in choosing a particular setting in light of its reciprocal consequence.

The authors present a qualitative study whereby we conducted a series of in-depth interviews with 15 individuals, representing a range of ages, nationalities, work experience and WhatsApp usage frequency. The interviews were semi-structured and thematic analysis was employed.

The results showed that reciprocity has a strong influence on privacy choices, and users over time adjusted their settings continuously in various ways to balance the overall utility of the application and their privacy. Type of contacts, usage frequency and underlying intent in using the application significantly impact privacy choices.

The findings recommend improved design for Mobile Instant Messaging that enables flexible privacy configurations that can be controlled separately for different groups and for individual contacts.

The paper provides original insights into how reciprocity affects the utility of the application and the privacy choices of the users. The investigation is unique in that the authors know of no other study that looked into the notion of reciprocity and how it affects users’ privacy choices and preferences when built in to Mobile Instant Messaging applications. Overall, the authors believe that this paper adds significantly to a growing body of research on privacy and social media.