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Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

The personalities of leaders have been shown to impact the culture of their organizations and are also expected to have a more distal impact on the firm’s financial performance. However, the authors also expect that leader gender is an important intervening variable such that exhibiting various personality dimensions may result in unique cultural and performance-based outcomes for women and men leaders. Thus, the authors seek to examine first the impact of leader personality on organizational performance, as driven through organizational culture as a mediating mechanism. In doing so, the authors propose the expected impact of specific personality dimensions on certain types of organizational cultures, and those cultures’ subsequent impact on the organization’s performance. The authors then extend to consider the moderating effects of leader gender on the relationship between leader personality and organization. To support their propositions, the authors draw from upper echelons and implicit leadership theories. The authors encourage researchers to consider the proposition within a sample of the largest publicly traded US companies (i.e., Fortune 500) at an important era in history such that for the first time, 10% of these companies are led by women. In doing so, the authors hope to understand the leadership dynamics at the highest echelons of corporate governance and provide actionable insights for companies aiming to optimize their leadership composition and drive sustainable performance.

Organizational scholars studying compensation often place an emphasis on certain employee groups (e.g., executives). Missing from this discussion is research on the compensation systems for low-wage jobs. In this review, the authors argue that workers in low-wage jobs represent a unique employment group in their understanding of rent allocation in organizations. The authors address the design of compensation strategies in organizations that lead to different outcomes for workers in low-wage jobs versus other workers. Drawing on and integrating human resource management (HRM), inequality, and worker literatures with compensation literature, the authors describe and explain compensation systems for low-wage work. The authors start by examining workers in low-wage work to identify aspects of these workers’ jobs and lives that can influence their health, performance, and other organizationally relevant outcomes. Next, the authors explore the compensation systems common for this type of work, building on the compensation literature, by identifying the low-wage work compensation designs, proposing the likely explanations for why organizations craft these designs, and describing the worker and organizational outcomes of these designs. The authors conclude with suggestions for future research in this growing field and explore how organizations may benefit by rethinking their approach to compensation for low-wage work. In sum, the authors hope that this review will be a foundational work for those interested in investigating organizational compensation issues at the intersection of inequality and worker and organizational outcomes.

Due to contemporary threats to democracy, the topic is highly prominent in news and social discourse. The Library and Information Science (LIS) field writes about democracy frequently and it is a core concept underwriting many common library practices, but it lacks a working definition of modern democracy. This article supplies a minimal definition of democracy specifically for LIS, and expands the concept to encompass a more empirically accurate concept of library roles in democratic societies that includes the sociology of democracy where libraries arguable play a more significant role.

There is an unpacking of library assumptions about operating in democratic societies, an empirical survey of the conditions of modern democracy, and a baseline theoretical description of democratic functioning as it currently exists.

A minimal definition of modern democracy situates library practices – and in some ways minimizes them. However, the role of culture – the sociology that democracy presumes – comes to prominence when the civil society role of libraries and the conditions of successful democratic functioning are examined.

There is now a minimal definition of democracy for LIS with this effort, but it needs expansion. In that sense, LIS is a leading example of the undertheorized role of the sociology that democracy presumes.

Sustainable Development Goal 14 of the United Nations aims to ‘conserve and sustainably use the oceans, seas and marine resources for sustainable development’. To achieve this goal, we must rebuild the marine life-support systems that provide society with the many advantages of a healthy ocean. Therefore, countries worldwide have been using Marine Protected Areas (MPAs) to restore, create, or protect habitats and ecosystems. Palau was one of the first countries to use MPAs as a tool to develop biodiversity within its exclusive economic zone. On 22 October 2015, Palau placed approximately 80% of its maritime territory in a network of locally monitored MPAs, which has now shown a population increase in stationary and migratory fish species. This movement towards a MPA was intentional and because of increased pressure from tourism and the increasing incursion of foreign fishing vessels in Palauan territorial waters. Since countries worldwide are using and looking towards MPAs, secondary protection projects are becoming more and more popular. This chapter highlights the practical implementations and results in Palau, how to theoretically apply this within the Greater North Sea in combination with Windmill Farms, and how the Marine Strategy Framework Directive stimulates these practices.

Emerging from the COVID-19 pandemic, the Philippines has undergone the “new normal” transition, creating a strategic recovery effort to reinvigorate the industry. In tourism, these transitions aim to safeguard employees' and guests' health and safety, ensure continuity of business operations, boost tourism confidence leading to satisfaction, and establish a resilient and sustainable tourism industry in the postpandemic era. Hence, this chapter employs a system thinking leveraging a causal loop diagram (CLD) to construct a comprehensive roadmap for Philippine tourism's postpandemic resurgence through the system thinking lens. The CLD visually illustrates the inter-related factors influencing the recovery process, encompassing collaborative engagements, innovations, economic revitalization, and health and safety protocols. By analyzing the causal relationships among these variables, this chapter explicates the dynamic and interconnected nature of the postpandemic recovery leading to the recovery of the Philippine tourism industry, especially in the context of thinking small. Through this chapter, thinking small could involve a shift toward localized solutions and community-focused initiatives that allow them to foster local economies, build resilience, and create a more inclusive and sustainable postpandemic recovery.

Dysfunctional customer behavior (DCB) is costly and problematic for organizations. This research seeks to understand how DCB spreads and how businesses can effectively deal with it through employee intervention.

This research conducted a survey study and an experimental study to examine the proposed model.

Through two studies, we discovered that when an employee intervenes to stop DCB and is perceived as having high coping ability, observing customers learn from the employee’s action, resulting in reduced empathy toward the dysfunctional customer and diminished intentions to engage in DCB. Conversely, if they perceive the employee as having low coping ability, the intervention backfires, enhancing the observers’ empathy toward the dysfunctional customer and consequently leading them to engage in more DCB.

This research unveils an additional mechanism that explains the spread of DCB. It also contributes to the employee intervention literature by shedding light on when employee intervention can backfire. Further, our application of social learning theory along with the person-situation interaction literature offers a fresh perspective in explaining service exchanges.

The primary objective of this chapter is to synthesize and organize prevailing theoretical perspectives on metacognition into a framework that can enhance understanding of metacognitive phenomena, with the aim of stimulating future research in the field of organizational behavior and human resources management (OBHRM). The author starts with a review of the history of metacognition research, distinguishing it from related theoretical constructs such as cognition, executive function, and self-regulation. Following this, the author outlines five constituent elements of metacognition – metacognitive knowledge, metacognitive experiences, metacognitive monitoring, a dynamic mental model, and metacognitive control – with discussions on their interrelationships and respective functions. Two approaches to metacognition, a process approach and an individual-difference approach, are then presented, summarizing key questions and findings from each. Finally, three broad directions for future research in OBHRM are proposed: examining metacognitive processes, considering mechanisms beyond learning to explain the effects of metacognition, and exploring both domain-specific and general metacognitive knowledge and skills. The implications of these research directions for personnel and human resources management practices are discussed.

Mental health issues negatively affect employees’ quality of life and employers’ bottom line. Consequently, ensuring well-being in the workplace is becoming a high priority from a strategic human resource management perspective. Drawing on basic psychological needs theory, we propose that proactive personality will be related to mental well-being through satisfaction of basic psychological needs. In addition, drawing on the trait-by-trait interactions perspective, we expect the mediated relationship to be moderated by conscientiousness.

We tested our research model using data collected from 185 employees using a three-wave time-lagged design.

Proactive personality related to mental well-being indirectly, via psychological need satisfaction, and this indirect relationship was stronger at higher levels of conscientiousness.

Ensuring mental well-being of employees is critical to achieving a competitive advantage. Support for the mediating role of need satisfaction suggests that organizations can tailor interventions aimed at influencing the more malleable mediating variable, psychological need satisfaction, compared to relatively stable personality traits.

We contribute to theory by testing a theoretical explanation for how and why personality affects mental well-being. Another theoretical contribution is demonstrating that mental well-being results from a combination of personality traits, with a trait-by-trait perspective fitting the data better than an unconditional trait model.