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Metroplex is a system of two or more airports, in physical proximity, with highly interdependent arrival and departure operations. The purpose of this study is the construction of an efficient and effective air route model based on the point merge system (PMS) to reduce aircraft fuel consumption and CO₂ emissions for three metroplex airports in Istanbul terminal control area (TMA).

A PMS arrival route model is constructed for metroplex airports. In the proposed model, two situations are taken into consideration: for delay which can be defined as flying on sequencing legs (PMS_del) and for no delay (PMS_{no del}). An empirical model is developed using a data set including the flight data records of ten actual B737-800 domestic flights. With this empirical model, both the baseline and the PMS models (PMS_del and PMS_{no del}) are compared in terms of fuel consumption, CO₂ emissions and flight distance and time as a theoretical computation.

In the proposed PMS_{no del} arrival route model, according to different entry points for Istanbul Ataturk International Airport (LTBA), the analyses show an average reduction of 26 per cent in flight time, 24.5 per cent in flight distance, 17 per cent in fuel burned and CO₂ emissions; in addition, for Sabiha Gökcen International Airport (LTFJ) there are 34, 23 and 32 per cent average savings for flight time, flight distance and fuel burned together with CO₂ emissions obtained, respectively. Even if the PMS_del model, for LTFJ except only one entry point, for LTBA except two entry points, better results are obtained than baseline.

The point merge model for metroplex airports in this paper can be applied by airspace designers and Air Navigation Service Providers to perform efficient and effective arrival routes.

In this study, a point merge model is constructed for metroplex airports. Quantitative results, using an empirical model, are achieved in terms of fuel consumption, CO₂ emissions and flight distance and time at metroplex airports.

The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis.

The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex.

The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution).

There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex.

The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning.

As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis.

This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.

This paper sets out to document a review of environmental collaborations in the Australian building and construction industry and to identify a number of motivations that appear to drive particular environmental groups and building and construction companies to collaborate on specific projects.

The research involves a series of in‐depth interviews with individuals from building and construction companies and from environmental groups, and utilises a number of theoretical perspectives to explain the various perspectives being adopted by the interviewees.

The results indicate that corporate managers seek to collaborate with environmental groups as a result of pressures exerted by particular stakeholder groups, particularly government, and by the desire to be aligned with an organisation that has “green credentials” – something that is valuable in enhancing the reputation and legitimacy of the company and the related building project. There was also a related financial motivation for collaborating. The representatives from the environmental groups indicated that motivations for collaboration included developing a project that could be used as a vehicle for “educating” the public, generating positive environmental outcomes, complying with the expectations of their constituents, and setting an example for other building and construction companies to follow.

Little research has been done in the area of environmental collaborations. In this study, environmental collaborations were considered as a vehicle for both the environmental groups and the companies to further meet their organisational objectives and were generally considered as successful initiatives from each organisation's perspective.

This chapter provides a look at the experiences of two Teacher Educators in the Field (TEFs) as they work to shift writing instruction in suburban districts across the Houston metroplex. A review of the literature on most promising practices for literacy educators is provided along with narrative interspersion of restoried enactments of TEFs in public education systems serving students in grades 6–12. Our planned and lived experiences were often dissonant due to the complexity of increasingly diverse demographic populations in fast-growing districts who struggled to shift the focus of instruction in correlation to audience. Our stories present focused reflection on the need for additional supports geared toward teacher development, TEF retention, and consistent engagement from campus and district-level administrators.

The aim of this study is to investigate the impact of increase in price of an essential product (i.e. gasoline) toward the focal product and other seemingly non-related products.

A self-administered survey was used to collect data from the drivers at a large metroplex in Southwest USA. Multiple regression and scanning electron microscope procedures were used to analyze and test the proposed hypotheses.

When consumers notice the increase in gas prices, they become very anxious. This anxiety is positively associated with average gas bought in gallons and negatively associated with threshold price. Further, this consumer anxiety has the strongest influence on lifestyle changes, followed by automobile technology change and transportation mode change, and has the weakest influence on gasoline brand/type change.

We focus on only anxiety as a mediator between increase in gas prices and the behavioral outcomes, and collect data from only one location.

Managers must be cognizant that a price increase in essential goods not only influences the demand for focal products but also for products that may not seem related to the focal products.

Increase in gasoline price will not only affect the demand for gasoline, but also the demand for alternate forms of transportation, fuel efficient vehicles, and other aspects of life.

This study is the first to look at the role of anxiety as a mediator and looks at the effects of increase in gas prices in a holistic manner.

The purpose of this paper is to examine the influence of Hispanic ethnicity on the adoption and use of information and communication technology (ICT) tools by small‐ and medium‐sized enterprises (SMEs) in a southwestern renewal community (RC).

The paper investigates the influence of ethnicity on the adoption and use of information and communications technologies in small and medium enterprises using a sample from the RC of a large southwestern metroplex.

Results point to a continuing digital divide among Hispanic and non‐Hispanic SME owners. Non‐Hispanic SME owners were found to be much more likely to adopt a wider range of ICTs and to use them for both administrative and analytical purposes. Hispanic SME owners not only failed to adopt a full range of ICTs but also they were less likely to use ICTs for long‐term strategic analyses.

The differences presented in this paper suggest that Hispanic SME owners may not be exploiting ICTs in order to achieve optimal operating efficiency and strategic effectiveness. The outcomes are particularly alarming because SMEs in RC areas have been the target of federal efforts to raise business productivity and profitability. The continuing digital divide may be undermining the very polices designed to enhance business operations in these relatively disadvantaged urban areas.

This paper aims to highlight the important role played by supervisory feedback on the job satisfaction experienced by salespeople. In order to address this issue, it seeks to argue that job perceptions (job challenge and job involvement) will mediate the feedback‐satisfaction linkage.

Self‐administered questionnaires were distributed to 250 retail automobile and truck salespersons working at 50 dealerships in a major Southwestern metroplex (five salespeople from each dealership were randomly selected for contact). A cluster sampling procedure was used to identify metropolitan statistical areas (MSAs) with at least two or more dealerships; dealerships were then randomly chosen from the MSAs. Items used to develop the variables were measured using seven‐point Likert‐type scales. Respondents' level of agreement or disagreement with each statement was assessed.

The findings suggest that supervisors could enhance the already strong link between positive feedback and job satisfaction by associating such feedback with job challenge and job involvement. Such a linkage could serve to enrich the supervisor's feedback, shifting it from the domain of simple “pats on the back” toward supervisor‐initiated development.

Some of the limitations of the paper could be that the nature of the sample makes it difficult to generalize results to salesforces in other industries. The predominance of men in these sales positions, though quite representative of the automobile industry, might obscure any gender‐related issues in feedback research.

The value of the paper is that it looks at the mediating role of job perception that has not been researched enough in the past.

Neal M. Ashkanasy has a Ph.D. in Social and Organizational Psychology from the University of Queensland, and has research interests in leadership, organizational culture, and business ethics. In recent years, his research has focused on the role of emotions in organizational life. He has published his work in journals such as the Academy of Management Review, the Academy of Management Executive, and the Journal of Management, and is co-editor of three books: The Handbook of Organizational Culture and Climate (Sage) and Emotions in the Workplace; Theory, Research, and Practice (Quorum); Managing Emotions in the Workplace (ME Sharpe). He is a past Chair of the Managerial and Organizational Cognition Division of the Academy of Management.Claire E. Ashton-James is completing an Honors degree in Business Management through the University of Queensland Business School. Her undergraduate degree majors were in philosophy, music, and psychology. Her present research interest is in the role of the impact of cognitive information processing capacity on emotion regulation and social functioning.Cary L. Cooper is Professor of Organizational Psychology and Health, Lancaster University Management School, Lancaster University. He is the author of over 80 books and over 300 academic journal articles. He is Founding Editor, Journal of Organizational Behavior; Co-Editor, medical journal Stress & Health; and former Co-Editor, International Journal of Management Review. He is a Fellow of the British Psychological Society, The Royal Society of Arts, The Royal Society of Medicine, The Royal Society of Health, and an Academician of the Academy for the Social Sciences. He is President of the British Academy of Management and a Companion of the (British) Institute of Management. He is a Fellow of the (American) Academy of Management and recipient of its 1998 Distinguished Service Award. Professor Cooper was awarded a CBE (Commander of the Excellent Order of the British Empire) in the Queen’s Birthday Honours List for his contribution to health.Russell Cropanzano is Professor of Organizational Behavior in the Department of Management and Policy of the University of Arizona. Dr. Cropanzano is a member of the Academy of Management, the American Psychological Society, and the Society of Organizational Behavior. He is a fellow in the Society of Industrial/Organizational Psychology. Dr. Cropanzano is also active internationally, having given talks in Australia, France, New Zealand, and the United Kingdom. His research interests include workplace emotions and organizational justice.Achim Elfering is research fellow for the psychology of work and organizations at the University of Berne, Switzerland. He graduated with a Masters degree in psychology from the University of Wuerzburg, Germany. He received his Ph.D. in general psychology at the University of Frankfurt, Germany. His research interests include job stress, physiological stress responses, and in particular associations between psychosocial work factors and low back pain. His other research interests include personality, social support, job satisfaction, socialization and selection. In 2001, he received the 3rd Annual SPINE Journal Young Investigator Research Award.Steven M. Elias is an Assistant Professor of Social Psychology at Western Carolina University. Dr. Elias is a member of both the American Psychological Association and the American Psychological Society. Currently, Dr. Elias publishes empirical research in several areas related to perceived self-efficacy and social power.Joanne H. Gavin is Assistant Professor in the School of Management, Marist College, Poughkeepsie, New York. She was the recipient of the Otto Alois Faust Doctoral Fellowship in Character and Health (2000–2002) and earned her Ph.D. in organizational behavior at the University of Texas at Arlington. Ms. Gavin earned her M.B.A. and B.S. in Business Administration at the University of New Orleans. Her research interest is in the area of personal character, decision making and executive health. She is co-author of articles appearing in the Academy of Management Executive, Applied Psychology: International Review and the Academy of Management Journal. Dr. Gavin is also co-author of several chapters in books such as International Review of Industrial and Organizational Psychology and Psychology Builds a Healthy World. In 2001, she presented a paper entitled “Transcendent decision-making: Defining the role of virtue-based character in the decision-making process” at the Society for Business Ethics.Simone Grebner is senior research fellow for the psychology of work and organizations at the University of Berne, Switzerland. She graduated with a Master’s degree in psychology from the University of Wuerzburg, Germany. She earned her Ph.D. in work psychology from the University of Berne. Her primary research interests include job stress, job analysis, emotion work, and well-being, with a particual emphasis on psychoneuroendocrine and cardiovascular stress responses.Wayne A. Hochwarter is Associate Professor of Management at Florida State University. Prior to this appointment, Dr. Hochwarter was on the faculty at Mississippi State University and the University of Alabama. He has published over 70 articles and book chapters in the areas that include organizational politics, social influence, job stress, and dispositional factors. His work has appeared in the Journal of Applied Psychology, Journal of Management, Journal of Vocational Behavior, and Research in Personnel and Human Resources Management. Dr. Hochwarter’s current research interests include social influence in organizations, accountability, and the attitudinal consequences of job insecurity of layoff survivors.Peter J. Jordan is a Senior Lecturer in the School of Management at Griffith University, Australia. He gained his Ph.D. in management at the University of Queensland. Peter’s current research interests include emotional intelligence, emotions in organizations, team performance and conflict. He has published in a range of international journals including the Academy of Management Review, Human Resource Management Review, and Advances in Developing Human Resources. He has also been invited to deliver presentations to a number of business groups across South East Asia. Prior to entering academia he worked in strategic and operational planning for the Australian Government.Michael P. Leiter is Professor of Psychology and Vice President (Academic) of Acadia University in Canada. He is Director of the Center for Organizational Research & Development that applies high quality research methods to human resource issues confronting organizations. He received degrees in Psychology from Duke University (BA), Vanderbilt University (MA), and the University of Oregon (Ph.D.). He teaches courses on organizational psychology and on stress at Acadia University. The research center provides a lively bridge between university studies and organizational consultation for himself and his students. Dr. Leiter has received ongoing research funding for 20 years from the Social Sciences and Humanities Research Council of Canada as well as from international foundations. He is actively involved as a consultant on occupational issues in Canada, the USA, and Europe. The primary focus of his research and consulting work is the relationships that people develop with their work. This work addresses strategies for preventing dysfunctional relationships, such as burnout, as well as for building productive engagement with work.David A. Mack is Assistant Dean for Program Development at the University of Texas at Arlington’s College of Business Administration. He received his Ph.D. from UT Arlington in May 2000. Dr. Mack earned an MBA in Entrepreneurship from DePaul University in 1993. Dr. Mack has published a number of articles and book chapters on job stress, workplace violence, and small business. His Organizational Dynamics article “EDS: An Inside View of a Corporate Life Cycle Transition” examined the spin-off of EDS from General Motors Corporation. He has had extensive management experience in the insurance industry and is co-owner, with his wife, of a financial services marketing/management business in the Dallas-Fort Worth Metroplex. Dr. Mack teaches undergraduate and graduate courses at UT Arlington and has taught graduate business courses at both DePaul University and Texas Wesleyan University.Christina Maslach is Vice Provost for Undergraduate Education and Professor of Psychology at the University of California at Berkeley. She received her A.B. in Social Relations from Harvard-Radcliffe College, and her Ph.D. in Psychology from Stanford University. She has conducted research in a number of areas within social and health psychology. However, she is best known as one of the pioneering researchers on job burnout, and the author of the Maslach Burnout Inventory (MBI), the most widely used research measure in the burnout field. In addition to numerous articles, she has written several books on this topic. She has also received numerous teaching awards, and in 1997 she received national recognition from the Carnegie Foundation as “Professor of the Year.”Debra L. Nelson, Ph.D. is The CBA Associates Professor of Business Administration and Professor of Management at Oklahoma State University. She holds a Ph.D. from the University of Texas at Arlington. Dr. Nelson’s research has been published in the Academy of Management Executive, Academy of Management Journal, Academy of Management Review, MIS Quarterly, Journal of Organizational Behavior, and other journals. Her books include Stress and Challenge at the Top: The Paradox of the Successful Executive, Advancing Women in Management, Preventive Stress Management in Organizations, Gender, Work Stress and Health, and Organizational Behavior: Foundations, Realities, Challenges among others. Her primary research interests are workplace stress and gender issues at work.James Campbell (Jim) Quick is Professor of Organizational Behavior and Director, Doctoral Program in Business Administration, The University of Texas at Arlington. The American Psychological Foundation honored him with the 2002 Harry and Miriam Levinson Award as an outstanding consulting psychologist. He is a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association (APA), the American Institute of Stress, and was awarded a 2001 APA Presidential Citation. He was Founding Editor of APA’s Journal of Occupational Health Psychology and was APA’s stress expert to the National Academy of Sciences (1990). He is co-author with Debra L. Nelson of Organizational Behavior: Foundations, Realities, and Challenges, 4th Edition (Thompson/Southwestern). He is listed in Who’s Who in the World (7th Edition). He was awarded The Maroon Citation by the Colgate University Alumni Corporation, and The Legion of Merit by the U.S. Air Force. He is married to the former Sheri Grimes Schember.Jonathan D. Quick is Director, Essential Drugs and Medicines Policy (EDM) for the World Health Organization, Geneva. EDM works to ensure for people everywhere access to safe, effective, good quality essential drugs that are prescribed and used rationally. He joined WHO in 1995 after 20 years in international health, serving in Pakistan, Kenya, and over 18 other countries in Africa, Asia, and Latin America. He has authored or edited ten books, including as senior editor of Managing Drug Supply (1997/1978), and over 40 articles and chapters on essential drugs, public health, and stress management. He is a Diplomat of the American Board of Family Practice, and a Fellow of both the Royal Society of Medicine (UK) and the American College of Preventive Medicine. He earned an A.B. degree magna cum laude from Harvard University and a M.D. degree with distinction in research and a M.P.H. from the University of Rochester.Norbert Semmer is professor for the psychology of work and organizations at the University of Berne, Switzerland. He earned his Ph.D. from the Technical University of Berlin and worked for the Technical University of Berlin, and the German Federal Health Office in Berlin before moving to Berne. He has a long standing interest in stress at work and its relationship to health, in recent years with a special emphasis on low back pain. He has also published about job satisfaction, the development of efficient strategies in groups, on human error, and on the transition of young people into work. He is a member of the editorial board of the European Journal of Work and Organizational Psychology, the Journal of Occupational and Organizational Psychology, the Zeitschrift für Arbeits- und Organisationspsychologie, and the Scandinavian Journal of Work, Environment and Health, and he served as Associate Editor for Applied Psychology. An International Review from 1992 to 1998, and for the Psychologische Rundschau from 1995 to 1998.Arie Shirom is Professor of Organizational Behavior and Health Care Management at the Faculty of Management, Tel Aviv University. He received his Ph.D. from the University of Wisconsin, Madison. He has published several reviews on burnout, burnout and health, organization development, and the impact of stress on employee health, each including a section describing his past research in the respective area. These reviews are downloadable from his internet site at Tel Aviv University. He is currently funded by the Israel Science Foundation to conduct a large scale, four-year study on the effects of positive emotions, including vigor, on employee health.Bret L. Simmons is Assistant Professor of Management in the College of Business at North Dakota State University. He received his Ph.D. in Management from Oklahoma State University. Dr. Simmons is a member of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology. His research interests include eustress and positive psychology at work.Tores Theorell, M.D., Ph.D. is a world-renowned lecturer and widely published pioneer in psychosocial factors research. He is Director of the National Institute for Psychosocial Factors and Health and Professor of Psychosocial Medicine, Department of Public Health Sciences, Karolinska Institute, Stockholm, Sweden. His research interests include psychosocial factors, health, and occupational stress.Howard M. Weiss is Professor of Psychological Sciences at Purdue University. He is also co-director of Purdue’s Military Family Research Institute, which is funded by the Department of Defense and dedicated to studying the relationships between quality of life and job satisfaction, retention and performance. He received his Ph.D. from New York University. His research interests focus on the emotions in the workplace and on job attitudes.

In management research, little is known about how ethno-racial minority leaders interact with similar employees in supervisor–subordinate relationships. This study aims to examine and provide a deeper understanding of individuals’ negative reactions to similar others, thus highlighting the double-edged nature of demographic similarity which has historically predicted positive affective reactions.

Using a survey design, the authors collected data from supervisor-subordinate dyads from multiple companies from the Dallas-Fort Worth metroplex in Texas, USA. They used ordinary least squares regression and conditional process analysis to test the hypotheses, including a two-stage moderation and moderated mediation.

Incorporating social context, i.e. minority status, as a moderator, the results show that ethno-racial minority leaders supervising ethno-racially similar subordinates were more vulnerable to relationship conflict than non-minority dyads. This, in turn, is linked to a reduction in the leaders’ feelings of trust toward their ethno-racially similar subordinate.

This study draws on social identity theory and status characteristics theory to explain the contradictory processes and outcomes associated with dyadic ethno-racial similarity and suggests the conditions under which dyad racial similarity is connected with unfavorable outcomes. This framework helps to broaden the boundary conditions of relational demography to provide a more nuanced explanation of when and why minority leaders in demographically similar hierarchical dyads experience more relationship conflict, which ultimately diminishes trust.

The purpose of this study is to examine the perceptions of Texas female police officers toward their colleagues. Further, the study measures respondents’ perceptions regarding work‐related stress. An independent sample t‐test analysis was conducted while controlling for the percentage of female officers working at participating Texas law enforcement agencies. Overall, the findings suggest that the percentage of female officers employed in a particular law enforcement agency did not produce a statistically significant impact on respondents’ perceptions of their male/female counterparts or stress‐related issues.