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As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.

A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.

The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.

By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.

The practical need for understanding and improving team resilience has increased, and more research is needed to provide an evidence-base for guiding organizational practices and policies. In this chapter, the authors highlight what we see as critical challenges and opportunities for advancing the science of team resilience. We focus on conceptual and methodological challenges involved in conducting field-based research on team resilience, as the authors believe field-based research is a particularly critical approach for advancing the science of team resilience. The authors first provide a brief review of recent theoretical work in defining team resilience. Then the authors describe key challenges that must be managed in field studies seeking to refine and capitalize on this critical area of research to provide solutions capable of supporting individual, team, and organizational outcomes. These challenges include defining trajectories of resilient team performance, understanding the consequences of repeated episodes of team resilience, formal specifications of events precipitating resilient team performance, measuring the event appraisal and communication process, and adopting measurement methods with high temporal resolution. Finally, the authors provide directions for future research to address these gaps.

This chapter examines how groups' tactical selection shapes social movement mobilization and survival. I focus on 35 Indivisible groups founded in 10 American cities immediately after the 2017 Women's March. I analyze the descriptions of over 8,000 events on group Facebook pages from 2017–2019 and conduct 25 interviews with group members. These data allow me to assess how the type, diversity, and flexibility of tactics shape group mobilization and survival. I find that groups that use more protest and electoral tactics and those that use a diversity of tactics host more events and are more likely to survive over time. Being consistent in tactics was successful when groups used political tactics, particularly protest and electoral activities. Groups that engaged in a variety of tactics could also be successful, particularly in smaller and more conservative settings. This research illuminates the complex and situational ways that tactical choices matter for social movement longevity.

The UN Sustainable Development Goals (SDGs) use indicators in an attempt to foster policy integration and coherence in order to achieve transformative societal change. But the SDGs, like their predecessor Millennium Goals, have not been entirely successful in this effort. Many studies have identified continuing challenges to integrating multiple goals in this way, linked to the complex patterns of interaction between the goals and the nature of the policy systems and subsystems in which they operate. This chapter builds on the policy design literature to argue that the main aim of the SDGs is to reconcile what are otherwise incoherent policy goals and inconsistent policy instruments in a process of policy integration. This process is made more complex in the case of this kind of “super-wicked” problem in which multiple actors face time constraints across multiple policy levels, sectors and venues. It identifies four different techniques for policy integration in such policy nexuses – policy harmonization, mainstreaming, coordination, and institutionalization – and assesses their possibilities for success in the SDG case against what is possible given the nature of the nexus and the capacity of governments to deal with it. The paper contributes to the current literature on policy integration, wicked problems, and the SDGs by further conceptualizing how integrative strategies can be better designed and implemented through capacity-building efforts aimed at developing coordinative relationships within conflict-ridden, multi-actor and multilevel cross-sectoral policy domains.

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.

This paper aims to measure the prevalence of deviant behaviour among children who have dropped out of school and their subsequent arrests by the criminal justice system. The paper further analyses the relationship between the factors attributed to deviant behaviour and the subsequent arrests by the criminal justice system.

Using a semi-structured interview schedule, data was collected from 330 children who had already dropped out of school, remained on the streets or worked. The interviews took place in the presence of either of the children’s parents, with their consent.

The research identified 12 significant factors contributing to children dropping out of school. It also found six factors responsible for deviant behaviour. Furthermore, the study revealed that about 70% of the respondents were involved in one or more deviant behaviours. Among them, 51% had been detained by the Police in the past two years. Additionally, the linear regression model results positively predict the nexus among the six factors responsible for deviant behaviour.

The study is limited to male children who had dropped out of school, as female children were excluded. In connection with measuring deviant behaviour, it was challenging to discern whether it occurred before students left school, after or both.

The study suggests several measures, including policies such as early intervention programmes, providing quality education, mentoring and counselling for students and parents, vocational education opportunities, creating drug-free environments, career guidance, peer mentoring, community engagement, substance abuse prevention and rehabilitation programmes, to prevent school dropout and subsequent deviant behaviour.

To the best of the authors’ knowledge, this study is unique to India. The moderation regression model represents an exceptional finding. This study constitutes another addition to the field of child welfare while also indicating scope for future research.

We present the results of one of the only in-depth studies of a police agency’s internal and external response to the coronavirus pandemic of 2020 (COVID-19). This study emphasizes the importance of law enforcement agencies conducting comprehensive case studies and after-action assessments to prepare, prevent and respond to prolonged public health crises and showcases the profound (and lingering) effects of COVID-19 on police organizations.

This multi-method case study combines document analysis, a workforce survey, a community survey, interviews and analysis of administrative data to detail and assess the agency’s internal and operational responses to the pandemic and the reactions of employees and community members to those responses.

Despite agency strategies to mitigate the pandemic’s effects, employees cited very high stress levels one year after the pandemic and a third of sworn officers considered leaving the policing profession altogether during the first two years of the COVID-19 pandemic. Several policies intended by the agency to protect employee health and maintain staffing needs kept workforce levels steady but may have increased feelings of organizational injustice in both sworn and non-sworn individuals, with variation across racial and gender groups. A jurisdiction-wide community survey indicated general support for the police department’s responses but a preference for in-person rather than telephone-based responses to service calls. Officers, however, preferred continuing remote responses even after the pandemic subsided.

To the best of our knowledge, this is one of the only in-depth case studies that examine a police agency’s internal and external responses to COVID-19 and the sworn, non-sworn and community reactions to those responses.

Hiring employees with criminal records has become a heightened topic of conversation for hospitality practitioners. The labor shortage in the hospitality industry has increased consideration for individuals impacted by the justice system, bolstered by programming such as second-chance vocational training programs. However, hospitality practitioners with second-chance employment practices have had challenges managing the multiple stakeholder relationships to employ and retain justice-impacted employees. The purpose of this paper is to aid practitioners in the hospitality industry with an innovative and inclusive hiring practice with timely implications in the United States.

This paper will emphasize the correctional system actors, community-based partners, and justice-impacted employees as salient stakeholders in such hiring contexts. Employing a stakeholder theoretical perspective, we outline a stakeholder map for hospitality practitioners with fair chance hiring practices to better understand second-chance employees.

Organizations do not sit on the periphery of a community; they are interconnected with the community in many direct and indirect ways. Past research has yet to identify a relationship between stakeholder theory and second-chance employment when the stakeholders involved in this employee population are arguably extended. By providing a stakeholder mapping process second-chance employment context, the interwoven actors’ needs can be more holistically assessed.

In America, individuals with a criminal record are often a forgotten and stigmatized labor pool. With this paper, we aim to break down barriers of bias while encouraging the narrative toward true Diversity, Equity, Inclusion, and Belonging (DEIB) hiring practices. Multiple stakeholder management is often an organizational challenge, and by providing this framework, we provide guidelines to practitioners while highlighting the opportunity for community leadership. To that end, we provide guidelines for hospitality practitioners intending to increase justice-involved employee retention through stakeholder relationship management.