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This study analyzed Chinese higher education (HE) governance policies during the first four months of the 2020 COVID-19 pandemic, providing insight into HE management, policymaking and governance. This study also illuminates Chinese student experiences and real-time policy impact, providing insight into the effectiveness of HE crisis management.

Using frameworks of real-time policy evaluation, this paper analyzed theoretical and realized policy impacts through the theoretical framing of temporality. Using real-time evaluation methods, this paper first identified HE policy priorities and then used a mixed-methods approach of “policy as discourse” analysis and a quantitative survey from Chinese HE students to assess the theoretical and realized impact of policies.

An analysis of HE policies identified three priorities: pastoral care, graduate employment and ideological education. Discourse analysis revealed each priority of HE policies was intrinsically linked to mitigating societal, economic and political consequences of the epidemic. Survey data revealed the perceived effectiveness of policies mirrored China's top-down government structure. Additionally, students expressed strong support in the central government's crisis management, despite relatively little realized policy impact.

This paper presents a timely review of HE governance during a global pandemic by offering a snapshot of HE crisis management and contributing to the literature surrounding China's ongoing HE centralization. This paper also provides unique insight into HE's role in state development, variations between prescriptive and realized policy impact and the “crisis as opportunity” paradox in a contemporary setting.

This paper aims to contribute to discussion around the need for improved models for change in a rapidly changing world. It also aims to provide insights for further discussion around how a Nordic management approach can relate to the need for new change ideas. Since Lewin proposed that change requires unfreezing, moving and refreezing, several changes in models have been introduced. Many models include similar factors such as the need for a vision, a clear process and to motivate change. These change factors are investigated in this paper and related to a fast-paced, uncertain and volatile environment

Based on a collaborative research approach, engaging with leaders in five organizations, all headquartered in the Nordic countries, this paper examines problems with traditional change models in a contemporary context as well as how these challenges could be handled.

This paper concludes that leaders still find value in traditional models but see that these models need to be adapted to include elements of more recent research. This paper suggests tweaks in traditional change factors and ends with a proposition with a renewed model for change.

The ideas in this paper could be seen as a bridge between traditional and modern models – a bridge that seems to be needed in practice. It draws on action research and close relationships with top management, as they are working with change – potentially giving the study a unique angle on a practical, widespread problem: succeeding with change

Critical Management Studies (CMS) in Postmodernity (PM) has been playfully posed as a double oxymoron, i.e. “CMS” to examine the contradiction of an emancipatory discourse predominantly cast in a managerialist tenor; “CMS in PM” to examine the feasibility of taking any position at all in the context postmodern theorizing. Using playful references to Darth Vader’s pursuit of Luke Skywalker in Star Wars, proceeds with a deconstruction of the critical theorists’ pursuit of metatheories to explain (true) oppressions to be addressed in the liberation of victims. Teases the postmodernist magical elimination of victims in their discourse of difference. Sadly though, the elimination of “victims” in theorizing does not mean racism, sexism, and economic oppression are no longer experienced by human beings. Takes a light‐hearted but serious approach in regaining the emancipatory potential of Critical Management Studies to inform organizational change.

Cybercrime is a prevalent and serious threat to publicly traded companies. Defending company information systems from cybercrime is one of the most important aspects of technology management. Cybercrime often not only results in stolen assets and lost business but also damages a company’s reputation, which in turn may affect the company’s stock market value. This is a serious concern to company managers, financial analysts, investors and creditors. This paper aims to examine the impact of cybercrime on stock prices of a sample of publicly traded companies.

Financial data were gathered on companies that were reported in news stories as victims of cybercrime. The market price of the company’s stock was recorded for several days before the news report and several days after. The percentage change in the stock price was compared to the change in the Dow Jones Industrial average to determine whether the stock price increased or decreased along with the rest of the market.

Stock prices were negatively affected in all time periods examined, significantly so in one period.

This paper describes cases concerning cybercrime, thereby bringing attention to the value of cybersecurity in protecting computers, identity and transactions. Cyber security is necessary to avoid becoming a victim of cybercrime. Specific security improvements and preventive measures are provided within the paper. Preventive measures are generally less costly than repairs after a cybercrime.

This is an original manuscript that adds to the literature regarding cybercrime and preventive measures.

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.