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This study introduces Simone Weil's impersonal justice concept and its relevance to libraries' identity and role in societies. The article presents the constituents of impersonal justice and a theoretical justification for the coexistence of neutrality with libraries' commitment to social causes.

Conceptual analysis of 3 Weil's works, 13 scientific articles and 12 libraries' official documents was applied, looking at relevant concepts and findings, contexts of use, arguments and types of authority.

Five constituents of impersonal justice were found: universality, concreteness, unicity, inviolability and inappropriability. Impersonal justice, based on the inviolable value of each individual and the universal expectation of good, allows for a more accurate definition of social justice. Besides, it justifies libraries' commitment to climate change, migrants and Black lives matter, among other causes.

In contrast to previous works, this paper focuses on clarifying concepts by applying conceptual analysis to Weil's works, Library and Information Science (LIS) sources in scientific and normative contexts. Additionally, the analysis of arguments and types of authority for justifying claims pro and against neutrality allows the reconstruction of the argumentative discourse beyond the examined sources.

Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or reciprocal motives. Research has not studied extensively the relative strength of multiple antecedent sets. Using questionnaire data (n = 366), the current study examines eleven antecedents of employees engaging in aggression: situational antecedents (i.e., procedural, distributive, and interpersonal justice; organizational, work group, and job related stress), individual difference antecedents (i.e., Type A behavior, trait anger, reactions to anger), and reciprocal effects (i.e., being the target of aggression). Individual difference antecedents and being the target of aggression influence the frequency with which employees report engaging in aggression. Situational antecedents are not significant predictors once other antecedents are taken into account.

Trust and impersonal trust, in particular, are of significant importance both for organizations and for innovative personnel, who are regarded human assets to organizations. The purpose of this study is to investigate the antecedents and consequences of impersonal trust in organizations.

The population of this study constituted the managers, specialists and personnel of a pharmaceutical company in Iran. Out of a total of 200 questionnaires having been administered, 187 were returned; and structural equation modelling (SEM) was used for data analysis.

The findings of the study indicate that personal learning has a significant positive effect (β = 0.64) on impersonal trust, that interpersonal communication has a significant positive effect (β = 0.14) on impersonal trust, and that organizational justice perception, also, has a significant positive effect (β = 0.14) on impersonal trust. In addition, the findings show that impersonal trust has a significant positive effect both on job satisfaction (β = 0.47) and on innovation (B = 0.42) and job satisfaction has a significant positive effect (β = 0.39) on innovation. Moreover, impersonal trust, through job satisfaction, has a significant indirect effect (β = 0.18) on innovation; and personal learning, through organizational justice perception, does not have a significant indirect effect (β = 0.014) on impersonal trust.

This study is among only a few studies having investigated the antecedents and consequences of impersonal trust together. Also, in a developing country like Iran, impersonal trust has rarely been studied.

This paper analyses what is seen as a crisis of authority in financial reporting. It considers the view that an element of authority may be restored to accounting through communicative reason. The paper argues that the justice‐oriented rationality of traditional, Habermasian, communicative ethics is incapable of providing a solid foundation for the re‐authorisation of financial reporting. The paper argues that a more adequate foundation might be found in an enlarged communicative ethics that allows space to the other of justice‐oriented reason. The inspiration for the enlargement is found in Ricoeur's analysis of narrative, his exploration of its role in the figuration of identity, and in his biblical hermeneutics which reveals the necessity of an active dialectic of love and justice.

This paper considers the progress that has been made during the past sixty years or so in the social psychological study of conflict. It begins with a brief description of the influence of the writings of Darwin, Marx, and Freud, of game theory, and of studies of cooperation and competition as they affected the study of conflict. The main body of the paper summarizes the research bearing upon five major questions that have been the major foci of inquiry in this area during the past twenty‐five years: (1) What conditions give rise to a constructive or destructive process of conflict resolution? (2) What circumstances, strategies, and tactics lead one party to do better than another in a conflict situation? (3) What determines the nature of the agreement between conflicting parties, if they are able to reach agreement? (4) How can third parties be used to prevent conflicts from becoming destructive? (5) How can people be educated to manage their conflicts more constructively?

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

This study draws upon social exchange theory to explore the role of impersonal trust as an intermediate value-creating factor between electronic human resource management (e-HRM) and productivity. The purpose of this paper is to seek the antecedents and consequences of impersonal trust within organisations to provide a holistic view of e-HRM and employee productivity. This is the first study to examine how impersonal trust mediates the relationship between e-HRM and employee productivity.

The data were collected through a large-scale survey of 700 line managers in Pakistani banks. The data were analysed using structure equation modelling.

The empirical results validate all of the study’s hypotheses, including the role of impersonal trust, which partially mediates the relationship between e-HRM and employee productivity. The results provide empirical evidence that technology-enabled HRM supports organisations by enhancing organisational trust and productivity outcomes.

Such findings contribute to the HRM literature: e-HRM and organisational trust are key predictors for improving employee productivity. The existing literature suggests that e-HRM has a positive impact on employees’ trust in the HRM department. The results provide valuable insights for HR practitioners allowing them to enhance employee productivity by using e-HRM to improve employees’ trust in the organisation.

Managers of independent hotels need to maximise organisational citizenship behaviour (OCB) among employees to gain sufficient competitive advantage in an increasingly competitive environment, so it is important to understand what affects it. To achieve this, the purpose of this paper is to test if servant leadership, OCB and other related constructs have the same relationships between them in two contrasting parts of the world.

Survey data were gathered from managers of independent hotels in Spain (451) and Iran (429). Spain was selected because it is a developed country that is a leading destination for tourists. Iran was chosen as a contrast, as it is a developing country with a growing tourist industry.

The findings show that Spain and Iran demonstrate different patterns of relationships in the selected variables, suggesting that Iranians trust their leaders more than the organisational systems, whereas the Spanish trust organisational systems more than their leaders. These results are consistent with Spanish culture having higher individualism than Iranian culture. They are also consistent with Iranian culture prioritising traditional values, such as personal loyalty to managers, and Spanish culture prioritising modern values, such as impersonal rules and objective processes.

This study suggests that leadership and justice affect OCB in different ways where modern values prevail compared to where traditional values prevail. It suggests that managers of independent hotels in Iran should follow the example of Spanish hotel managers by adopting more objective and fair procedures while showing that inward investors and expatriate managers in Iran should be aware of the importance of personal leadership style. Further research is needed in different countries and regions to improve the generalisability of our findings.

This study contributes to the literature on the application of the servant leadership construct, which was developed in the West, to other regional contexts. It also adds to the literature of independent hotels, which is an important yet under-researched part of the hospitality industry.

Modern organizations face an increasing need for trust, yet there are fewer opportunities for the development and maintenance of interpersonal trust, so they cannot rely only on that. There is therefore a need for complementary forms of organizational trust. It is believed that the impersonal element of organizational trust is a useful concept and should be incorporated into the measures. This paper seeks to conceptualize and clarify the impersonal element of organizational trust and develop scales on which to measure it.

The hypothesized model is tested on a sample of 166 respondents with different organizational backgrounds. Confirmatory factor analysis is used.

It was found that impersonal trust in the organizational context consists of two dimensions: capability and fairness, the final scales containing 18 and 13 items, respectively.

A more holistic approach to organizational trust is proposed and a measuring instrument for the impersonal element is provided.

It is suggested that organizational trust is critical for contemporary organizations. Further evaluation and development of the concept require a comprehensive measurement instrument incorporating both interpersonal and impersonal elements. This paper identifies the conceptual domain for the less studied impersonal element of organizational trust, and provides a measurement scale.

The construct of impersonal trust and the measurement scale developed and validated in this study represent a step forward towards the effective and reliable measurement of organizational trust. To the best of the researchers' knowledge, this is the first study to provide a comprehensive, psychometrically sound, operationally valid measure of impersonal trust.