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Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.

This paper outlines the thinking of financial theorists on issues most relevant to those influencing financial decision‐making within a firm. While the review is not comprehensive, it does provide a foundation for understanding what is included in the modern theory of corporate finance. Perhaps more importantly, the reader should gain an appreciation for what is financial “myth” and what is financial “trust.” The paper concludes with a section on managerial implications.

The output of academic literature has increased significantly due to digital technology, presenting researchers with a challenge across every discipline, including materials science, as it is impossible to manually read and extract knowledge from millions of published literature. The purpose of this study is to address this challenge by exploring knowledge extraction in materials science, as applied to digital scholarship. An overriding goal is to help inform readers about the status knowledge extraction in materials science.

The authors conducted a two-part analysis, comparing knowledge extraction methods applied materials science scholarship, across a sample of 22 articles; followed by a comparison of HIVE-4-MAT, an ontology-based knowledge extraction and MatScholar, a named entity recognition (NER) application. This paper covers contextual background, and a review of three tiers of knowledge extraction (ontology-based, NER and relation extraction), followed by the research goals and approach.

The results indicate three key needs for researchers to consider for advancing knowledge extraction: the need for materials science focused corpora; the need for researchers to define the scope of the research being pursued, and the need to understand the tradeoffs among different knowledge extraction methods. This paper also points to future material science research potential with relation extraction and increased availability of ontologies.

To the best of the authors’ knowledge, there are very few studies examining knowledge extraction in materials science. This work makes an important contribution to this underexplored research area.

This paper investigates the relationship between institutional ownership and idiosyncratic volatility in Chinese and the USA stock markets and explores the potential explanations.

In this paper, the authors use the panel data regressions and the dynamic tests of two-way Granger causality in the panel VAR model to examine the relationship between institutional ownership and idiosyncratic volatility in Chinese and the USA stock markets.

The authors find that the institutional ownership in the Chinese (the USA) stock market is significantly and positively (negatively) related to idiosyncratic volatility through various tests. This paper indicates that institutional investors in the USA are more prudent and risk-averse, while the Chinese institutional investors are not because of high risk-bearing capacity.

This paper deepens the authors’ understanding on the relationship between institutional ownership and idiosyncratic volatility and in the USA and the Chinese stock markets. This paper explains the opposite relationships between institutional ownership and idiosyncratic volatility in the stock markets in China and USA.

The operational component of a company’s short‐term plan (amounts of products to be delivered and sold to various markets at prices that vary according to markets, sales channels, types of customers and quantities sold, levels of utilization of production capacity, assignment of resources to the manufacturing of different products, amounts of raw materials purchased from different sources, stocks of raw materials and finished products) gives rise to a series of cash inflows and outflows which are not synchronized. The financial component of a company’s short‐term plan has to indicate how to compensate the imbalances, in time, generated by the operational plan, between availabilities and requirements of cash, and indicate the sources of financing to be used and how to temporarily invest cash surpluses. The approach, too often followed in companies, that defines the financial component of a company’s short‐term plan as a consequence of the operational component of the plan, ignores the potential interactions between them and the possibility of defining simultaneously a more economic interfunctionally integrated plan. A model is presented for the decisions in the operational component and a model for the decisions in the financial component. If these models are used separately, they can be integrated resorting to an iterative approach that mutually adapts their separate solutions in order to define the company plan. However, the best approach is to build a model that integrates the two separate models into one structured in a way that can define the optimal integrated short‐term operational and financial plan. The lack of integration between the operational and the financial components of the short‐term company plan is a common weak point in the existing literature and practice.

Four reputed leaders for the coming years in the field of special education for individuals with emotional and behavioral disorders (EBD) each with a slightly different perspective on the field were asked to respond independently to a prompt asking what does special education mean for students with EBD and what is being done and how do we maintain tradition? The contributors' responses to the prompt are presented and then summarized across the essays. A remarkable consistency emerges across the independent essays. In addition to the tradition of providing a free and appropriate education in the least restrictive environment, the contributors identify needs to support teachers serving this population. Needs in teacher training and the expertise required to meet the needs of individuals with EBD are outlined as well as potential contributions of technology to carry out specific tasks. We conclude with a call for increased advocacy for use of the knowledge that we currently possess and that which will soon be discovered to support students with EBD as well as their teachers. We also note that the contributors' names are listed alphabetically to acknowledge the equality of each person to the final product.

Is the average M&A adventure just an executive ego trip? Is it management folly, or can it be done so that it reliably produces growth? A model presented here may help executives who are engaged in making acquisitions and making them work navigate the shoals of mergers and acquisitions more successfully.