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Real estate professionals are recognising the positive impact they can have on their corporation’s competitiveness by providing workplace solutions that enhance individual and team performance. To develop successfully workplace solutions that meet both today’s and tomorrow’s needs of the organisation, the workplace design process must incorporate new ways of thinking about work; include team members who until recently were not involved in workplace design; and provide physical solutions that meet the definition of ‘agile’ (easily adaptable, flexible, and varied) environments. This paper discusses the evolution of work and the changes that have occurred in the workplace in an effort to meet these new workplace needs. The traditional models used for programming and planning the physical environment are no longer effective when dealing with workplaces for today’s knowledge workers. The importance of developing new processes for identifying ‘tomorrows’ workplace requirements; the team members who must be involved to develop and implement these new solutions successfully; and the types of physical environments that must be created in order to enhance workplace and worker performance are all integral in the development of the high performance workplace.

Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).

Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.

Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.

To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.

Globally, traditional and online doctoral programs face difficulties with student persistence and progression. An online doctoral school implemented a first-year program sequence taught by a cadre of 20 specialized faculty members who engage in best practices to assist students in persisting and progressing toward program completion.

This qualitative program assessment using content analysis examined the program effectiveness of one online doctoral program's first-year program sequence. Two research questions guided this program assessment, they were: RQ1. Based on online doctoral students' perspectives, what motivators contribute to online doctoral student persistence and progression in an online doctoral program? RQ2. How do online faculty contribute to online doctoral student persistence and progression? Data collection included myriad of program metrics: content area meetings (CAMs); closing the loop assessment data; faculty and student end of course survey data; and faculty and student semistructured interviews.

The resultant themes indicated that students are motivated by support from family, friends and religious beliefs; and students persist based on support from fellow doctoral students and faculty members. Additional themes revealed that faculty members motivate students through building faculty–student relationships, individual coaching, providing university resources and through clarification of program requirements; and faculty members perceive that face-to-face doctoral residencies greatly contribute to student persistence and progression through interpersonal interaction and through improved clarity.

Implications of this program assessment have far-reaching impact on how doctoral granting institutions can structure small cadres of faculty to develop interpersonal relationships with doctoral students with focus on support and development.

Medical uncertainty is recognized as a critical issue in the sociology of diagnosis and medical sociology more generally, but a neglected focus of this concern is the question of patient decision making. Using a mixed methods approach that draws upon autoethnographic accounts and third-party interviews, we aim to illuminate the dilemmas of patient decision making in the face of uncertainty. How do patients and supportive caregivers go about navigating this state of affairs? What types of patient–doctor/healthcare professional relationships hinder or enhance effective patient decision making? These are the themes we explore in this study by following patients through the sequence of experiencing symptoms, seeking a diagnosis, evaluating treatment protocols, and receiving treatments. In general, three genres of culturally available narratives are revealed in the data: strategic, technoluxe, and unbearable health narratives.

This paper analyzes Drew Goddard and Joss Whedon's recent film, Cabin in the Woods (2012), using Thomas J. Catlaw's Fabricating the People (2007), to illustrate the precarious position of youth at the beginning of the twenty-first century. The author argues that just as the film requires young people to sacrifice themselves for the good of humanity, recent political events ask young people to sacrifice their well-being for the sake of neo-liberalism. Throughout the film, youth refuse the sacrificial logic of the Director, choosing instead a “logic of subtraction.” While the film seemingly ends with the nihilistic end of the world, when viewed through the lens of Fabricating the People it may also offer a hopeful suggestion for how young people can resist and change oppressive systems of governance.

This study aims to investigate the direct effect of the behavior-based sales control system on job outcomes: salesperson’s performance and turnover intentions. The current study also intends to integrate these two streams by conceptualizing work engagement as a mediating variable between behavior-based sales control systems and salespersons’ job outcomes in the pharmaceutical sales context.

Data was collected through multi-stage stratified random sampling from a sample of 619 salespersons working in 20 pharmaceutical firms (multinational and national) through self-administered questionnaires.

The structural equation model yielded results indicating that the behavior-based sales control system was positively related to salespersons’ work engagement and negatively to turnover intentions while the relationship between the behavior-based sales control system and salespersons’ job outcomes was mediated by work engagement.

Two relatively separate lines of investigation have appeared in academic literature. The first line centered on sales force control systems and salespersons’ related consequences, whereas the second line of investigation emphasizes work engagement and its consequences. Although both lines are important, a diminutive research effort has been made to join these two different lines of investigation in sales management, specifically, in the pharmaceutical context. Focusing on this, the current research explores the role of an unexplored construct of work engagement in a pharmaceutical sales context. Second, it addresses the need to identify additional mediating variables to clarify the inconsistent relationship between sales control systems and job outcomes, such as job performance and turnover intentions.

The aim of this study is to provide a conceptual framework to explain how museums sustain intellectual capital and promote value co-creation moving from designing virtual environments to introducing and managing Big Data.

This study is based on archival and qualitative data considering the literature related to the introduction of virtual environments and Big Data within museums.

Museums contribute to sustaining intellectual capital and in promoting value co-creation developing a Big Data-driven strategy and innovation.

By introducing and managing Big Data, museums contribute to creating a community by improving knowledge within cultural ecosystems while strengthening the users as active participants and the museum’s professionals as user-centred mediators.

As audience-driven and knowledge-oriented organisations moving from designing virtual environments to following a Big data-driven strategy, museums should select organisational and strategic choices for driving change.

Science, Technology, Engineering, and Mathematics (STEM) education, its importance, and its difficulties have been defined. This chapter seeks to present the digital tools that have been used during the pandemic period and that have been focused on promoting STEM education at different levels. The efforts made by educational organizations worldwide are mentioned. Different regions are shown presenting the best experiences of digital tools that enhance the elements of STEM and can be extended to different levels of education from elementary school to university. On the other hand, successful experiences of the use of technological tools from the teachers' point of view are shown, depicting the tools that have worked the most during the process of adapting to online classes to devise a much better educational plan that continues to take advantage of digital tools for STEM education.

Do digital technologies of early 21st century capitalism promote or reduce consumer sovereignty? This chapter addresses this question by examining John Kenneth Galbraith’s critique of consumer sovereignty during the post-war period of industrial society and looks at the insights he provides to understand the impact of platform capitalism on consumer sovereignty today. This chapter has the following sections: (1) I review the main postulates of Galbraith’s theory; (2) I highlight the main differences between traditional advertising and online behavioral advertising; (3) I explain how online behavioral advertisement strengthens Galbraith’s dependence effect and revised sequence theories; (4) I then discuss normative challenges raised by digital platform corporations to individual sovereignty; and (5) finally, I argue that platform capitalism is a mature form of Galbraith’s “new industrial state.”