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The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The tourism industry is known to be both famous and infamous in a way that there is a blurred line between how much tourism is sustainable and how much it is not. However, there is no denying of the fact that the industry is in need of innovative and upgraded mechanisms to ensure sustainability. Technology, on the other hand, is making great strides in providing support to ensure sustainable development across various sectors. Taking cues from the existing work, this chapter investigates the various facets of technology in imbibing sustainability, especially in the tourism sector, and proposes a framework for technology-led sustainable tourism development process. The chapter concludes that both technology and sustainable development concept share the common principles of being holistic, futuristic and interrelated (integrated). Therefore, technology can be a proper solution to develop a sustainable model.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

The aim of this chapter is to investigate the context dependence of the implications of telework for work–family conflict. It examines whether and how the implications of telework for strain-based and time-based work–family conflict depend on work–family-supportive and high-demand workplace cultures. Based on a sample of 4,898 employees derived from a unique linked employer–employee study involving large organizations in different industries in Germany, multilevel fixed-effects regressions were estimated.

The results show that telework is associated with perceived higher levels of both time-based and strain-based work–family conflict, and that this is partly related to overtime work involved in telework. However, teleworkers experience higher levels of work–family conflict if they perceive their workplace culture to be highly demanding, and lower levels if supervisor work–family support is readily available.

Future research is required to investigate how the conclusions from this research vary between heterogonous employees and how work–family-supportive and high-demand workplace cultures interrelate in their implications on the use of telework for work–family conflict.

The findings show how important it is to implement telework in a way that not only accommodates employers’ interest in flexibilization, but that it also makes it possible to reconcile work with a family life that involves high levels of responsibility.

This is the first study which examines whether telework is either a resource that reduces or a demand that promotes work–family conflict by focusing on whether this depends on perceived workplace culture.