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Some researchers consider most social media communications as public, and posts from networks such as Twitter are routinely harvested and published without anonymization and without direct consent from users. In this chapter, we argue that researchers must move beyond the permissions granted by ‘legal’ accounts of the use of these new forms of data (e.g., Terms and Conditions) to a more nuanced and reflexive ethical approach that puts user expectations, safety, and privacy rights center stage. Through two projects, we present qualitative and quantitative data that illustrate social media users’ views on the use of their data by researchers. Over four in five report expecting to be asked for their consent and nine in ten expect anonymity ahead of publication of their Twitter posts. Given the unique nature of this online public environment and what we know about users’ views pertaining to informed consent, anonymity, and harm, we conclude researchers seeking to embark on social media research should conduct a risk assessment to determine likely privacy infringement and potential user harm from publishing user content.

Professional careers have become more precarious in recent decades. Corporations today engage in downsizing even during profitable times, a practice that impacts workers throughout the labor force, including those with advanced degrees. Using a case study of women geoscientists in the oil and gas industry, I investigate how the increasing precariousness of professional careers reinforces gender inequality. The compressed cycle of booms and busts in the oil and gas industry permits an investigation into how women fare in precarious professional jobs. Extending gendered organization theory, I argue that three mechanisms are built into professional careers today that enhance women’s vulnerability to layoffs: teamwork, career maps, and networking. I illustrate how these mechanisms disadvantage women with in-depth portraits of three geoscientists who lost their jobs during the recent downturn in oil prices. Their personal narratives, collected over a 3-year period of boom and bust, reveal how a particular multinational corporation is structured in ways that favor the white men who dominate their industry. The rhetoric of diversity obscures the workings of gendered organizations during good times, but when times get tough, management’s decisions about whom to lay off belies the routine practices the reproduce men’s advantages within the industry.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.