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The World Trade Center disaster generated many of the features seen in other disasters in the U.S., including post-disaster convergence. We conceptualize emergency management activities as taking place within a multilocational “response milieu,” and we suggest that the study of convergence should focus on the negotiated legitimacy of people in and wishing to enter it. We discuss the five types of personal convergers and how the access of each of these groups to the response milieu was related to their legitimation status. We then identify two additional forms of convergence: supporters or fans, and those who came to mourn or to memorialize. We conclude by discussing implications for policy.

Crisis management (CM) has gained prominence in the last decades, as the complex global business environment has forced executives to pay attention to practices that may safeguard organizations against potential crises. However, despite the fact that various scholars point to the need for autonomy and delegation of authority when responding to crises, it appears that the overarching rationale in the crisis literature is geared toward a centralized approach. This suggests that preventive actions and response to crises lie mainly with the leader of the organization and with designated crises teams. It is also apparent that this literature places too much weight on contingency plans and classification schemes. Although behavioral factors have been discussed by some authors as a fundamental element in dealing with crises, it is not clear how to develop these traits. It is our contention then that these conventional perspectives, although valuable to CM, are insufficient to deal with the uncertainty that characterizes global business today where firms must be prepared for the unexpected. We discuss the limitations of this traditional approach and argue for a combination of central control with decentralized execution when responding to unexpected crises situations. This enables management to better comprehend the complexity embedded in any crisis and allows adaptive practices to emerge throughout the organization. An analysis of two cases paired with empirical field studies support our proposition.

Although the Sendai Framework for Disaster Risk Reduction 2015–2030 explicitly recognizes the need for psychosocial support and mental health services, the focus of this and many disaster risk reduction and management (DRRM) plans lies in the response, recovery, and rehabilitation phases. Less attention has been given to how mental health aspects affect the predisaster phase. This chapter explores the less understood concept of “resistance” in the perspectives model of disaster mental health, which is related to DRRM themes of “prevention and mitigation” and “preparedness” interventions. Four strategies are identified by which DRRM interventions can contribute to psychosocial support and mental health: increasing stress resistance, fostering cohesion and social support, fostering positive cognition, and building self-efficacy and hardiness. We review the cases of the Philippines, Indonesia, Myanmar, and Thailand and report existing socio-political DRRM initiatives for prevention, mitigation, and preparedness that can potentially enhance resistance as a predisaster intervention. Beyond medical services or clinical mental health interventions for select populations, DRRM interventions can benefit the general public. Despite natural intersections, there remains a need for deliberate and targeted initiatives that explore how vertical pyschosocial care programs can be created to straddle both DRRM and health sectors in practice.

The onset of the COVID-19 pandemic certainly exacerbated the teacher shortage in the United States for all racial/ethnic groups, but especially for Black teachers. Black teachers account for 7–8% of the total teacher population and this percentage is the direct result of decades of systemic and structural barriers set against Black teachers in the form of racism. Still, Black teachers who enter the profession do so with the willingness to support all students and uplift Black students who often go years without seeing a teacher that looks like them. Black teachers often face different expectations than their white counterparts and these expectations, without the proper support, lead to Black teachers burning out at higher rates. In an effort to understand Black teachers' and the experiences that contribute them remaining in the classroom, the researchers explored Black teachers' working conditions through a phenomenological approach. The findings of this study suggest that Black teachers deserve working conditions that nurture who they are culturally and professionally, that reject actions of oppression toward them – both implicitly and explicitly, and offer spaces for Black teachers to be authentically heard.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

According to Italian theorist Antonio Gramsci, whose best-known contribution to critical thought is his theory regarding hegemony, education “serves a directly important function in maintaining hegemony…[for] [i]t is a vehicle by which consensus is maintained and the knowledge of the ruling bloc (the majority ruling class) is legitimated” (Gross, 2011, p. 66). Although Gramsci's theoretical work was initially situated within the Fascist-dominated Italian legislature in which he aimed to understand how the ruling class maintained power over the proletariat (oppressed groups), his concept offers a lens through which social critics have been able to understand the prevailing superstructures of power in Western capitalist societies. This chapter, therefore, relies on Gramsci's theories to develop an argument (and writing pedagogy) regarding the democratic ability of the historically Black college and university (HBCU), for I contend the HBCU, particularly its first-year composition classroom, is a space where students can practice and propel democracy, thus countering the hegemony that insists on oppressing Black and Brown people.

While the HBCU, as defined by the 1965 Higher Education Act, is a by-product of the superstructure and is thusly grounded upon and legitimated by what bell hooks terms “the white supremacist capitalist patriarchy,” therefore functioning as institutionalized spaces for constructing and maintaining hegemony, HBCUs, explains Eddie S. Glaude Jr. in his 2016 Democracy in Black, are “institutions that both cultivated their (Black folks') civic capacities and served as a space to transmit values that opposed the value gap” (p. 125). In other words, Black folks have had to create “safe spaces” like the HBCU, to exist in their full humanity within an oppressive America whose white citizens devalued their being, and therefore, their American citizenship. Although the HBCU is legitimated by the hegemony, the HBCU, I argue, remains a space where the democracy America has yet to realize can be learned and practiced, especially if teachers, particularly within first-year composition programs, employ counterhegemonic curriculums and practices like the AfriWomanist approach to teaching I offer here.

Scholars have begun calling for broader conceptualisations of moral disengagement processes that reflect the interaction of dispositional and situational antecedents to a predilection to morally disengage. The authors argue that collective leadership may be one such contingent antecedent. While researching leaders from the Gilded Age of American business history, the authors encountered a compelling historical case that facilitates theory elaboration within these intersecting domains. Interpreting evidence from the embittered leader dyad of Andrew Carnegie and Henry Clay Frick, the authors show how leader egoism can permeate moral identity to promote symbolic moral self-regard and moral licensing, which augment a propensity to morally disengage. The authors use insights developed from our analysis to illustrate a process conceptualisation that reflects a dispositional and situational interaction as a precursor to moral disengagement and explains how collective leadership can function as a moral disengagement trigger/tool to reduce cognitive dissonance and support the cognitive, behavioural, and rhetorical processes utilised to justify unethical behaviour.