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The purpose of this paper is to examine how experiencing moderate earthquakes influences risk perception and preparedness.

An online survey was conducted on a nationally representative sample of Korean adults after the moderate earthquake in Pohang in 2017. Statistical analyses were conducted to identify the determinants of willingness to pay (WTP) for seismic retrofitting and earthquake insurance.

The results show that risk perception, housing ownership, earthquake experience and income level significantly influenced WTP for seismic retrofitting and earthquake insurance. The results also indicate that a greater number of damage-free earthquake experiences reduced the WTP that could be explained by normalcy bias. Finally, people who believed that the Pohang earthquake might be an example of induced seismicity (i.e. triggered by the geothermal power plant) tended to have a lower WTP for seismic retrofitting.

This study offers valuable findings on public attitudes about enhancing earthquake preparedness policies in moderate earthquake zones, regions that few studies have examined despite their high vulnerability due to a lack of preparedness.

This paper aims to contribute to the literature on the earnings management (EM)–corporate social responsibility (CSR) relationship as most of the previous studies have been carried out in non-turbulent periods. This study investigates whether CSR affects EM during the pandemic period by testing two hypotheses: the cognitive biases hypothesis and the resilience hypothesis

The difference-in-difference and triple difference approaches are used for a sample of 536 US firms (268 socially responsible firms and 268 matched non-socially responsible counterparts) during the 2017–2021 period. Socially responsible firms are selected from the MSCI KLD 400 Social Index, and matched firms are identified through the propensity score matching method.

The authors find an income-increasing practice for both socially responsible firms and control firms for the whole period and each sub-period. Moreover, socially responsible firms are more likely to manage their earnings (income increasing) than their counterpart. Furthermore, the authors show that CSR commitment exacerbated EM in line with the cognitive biases hypothesis.

This study is the first shed light on the dark side of CSR during pandemic periods.

Recognizing that hate crimes and antisemitic attacks are increasing, the purpose of this article is to discuss ways The Assignment by Liza Wiemer, a contemporary young adult novel that depicts curriculum violence and its effects on students, acts as a “disruptor” in young adult literature. The authors present a rationale for using young adult literature on The Holocaust in high school classrooms to challenge the status quo and identify ways to become upstanders in the face of hate.

Through a content analysis using a critical literacy framework, the authors analyzed The Assignment for pedagogical ways to use the novel to challenge educators and students to examine and rethink how they feel about hate, bias and antisemitism.

Four ways the novel can be used as a disrupter were identified: text structure and language, pedagogical practices and curriculum violence, the student/peer/authority figure power dynamic and challenging accepted beliefs that can lead to bias, hate and antisemitism.

Although all individuals can be impacted by hate and antisemitism, this article focuses on young adults as they are the novel’s target audience. However, the authors believe people of all ages have the potential to disrupt societal practices and become upstanders and suggest ideas in this article be applied broadly to other novels and teaching situations.

A focus is on the ways the novel can build a community of allies and upstanders – students as agents of change rather than complacent bystanders. As bias, hate and antisemitism are on the rise, this article presents a unique way to combat it through literature and critical discussion.

Despite the growing awareness of supply chains on industry 4.0 (I4.0) capabilities as the enabler of sustainable performance, little is known about what accelerates this interaction. Prior studies have focused on the ambidexterity dilemma and the need to adopt sustainable inter-organizational governance to drive I4.0 capabilities while achieving sustainable performance. To address these issues, this paper aims to explore the distinct and combined effects of several approaches such as digital business transformation (DBT), organizational ambidexterity (OA) and circular business models (CBMs) on the relationship between I4.0 capabilities and sustainable performance.

Drawing upon a hybrid methodology including structural equation modeling and fuzzy set qualitative comparative analysis, this paper develops and tests a hypothetical model using data collected from 306 organizations in Europe, Asia and Africa.

The study findings lead to several important implications concerning the potential paths linking I4.0 and sustainable performance. Notably, the DBT was found to mediate this relationship by integrating circular principles to devise business models. Moreover, OA was found to substitute the CBMs in developing new sustainable business models and reconcile sustainability.

The study is among the first to analyze the combined effects of OA, DBT and CBMs on the relationship between I4.0 capabilities and sustainable performance at the supply chain level. Moreover, the findings propose several solutions to resolve the sustainability dilemma through I4.0 capabilities, DBT, OA and CBMs.

The purpose of this paper is to examine village heads’ information seeking and decision making in 2014 Kaohsiung Blast and to analyze if the current disaster trainings help those leaders to enhance disaster risk deduction in an unprecedented disaster.

This study adopts after-action review and information seeking and decision making literature both from communication research and disaster research. Document analysis, and in-depth interviews with 13 village heads, 1 district officer, and 15 residents from the affected areas are conducted.

This study finds that the village heads have received trainings of regular types of disasters; however, most of them act like lay people in Kaohsiung Blast. In the beginning of the gas leaking, village heads slack off when first respondents arrive. After the Blast, most of them wait for authority orders and cannot launch minimum self-help and community help which they learned from the trainings.

This study confirms that the leadership research should take different categories and levels of leaders into consideration to distinguish public leaders from non-public leaders, professional disaster risk reduction leaders from non-professional leaders, and higher authorities from basic levels of government. The findings from this study provide a basis for the rational design of the job descriptions of village leaders.

This study is the first empirical research to investigate first-level but non-professional disaster management staffs’ information seeking and decision making after an unprecedented disaster in Taiwan.

Being a novel public health crisis, the COVID-19 pandemic presented world leaders with difficult options and some serious dilemmas that must somehow be negotiated. Whilst these leaders had limited knowledge about the coronavirus and how the pandemic would potentially evolve, they were still expected to make high-staked judgements amidst a range of uncertainties. The purpose of this paper is to explore the response strategies used by various world leaders from the perspective of crisis leadership within the public health domain.

Secondary data was collected from research papers, policy reports and credible media outlets to examine the construct of crisis leadership within the context of the global pandemic.

The paper identified three cognitive antecedents to the COVID-19 crisis leadership failures, which helped to explain why certain policy decisions were successful and why others were less so. On this basis, a clear dichotomy was drawn between highly rated leaders and their less successful counterparts in relation to the management and governance of the coronavirus pandemic.

The uniqueness of this paper lies in its psycho-political approach, which offered insights into the cognitive undertones that underpin the three leadership failures that emerged from the distinct approaches used by world leaders to prepare for, respond to and recover from the COVID-19 pandemic. The practical recommendations proposed in this paper are hoped to aid better decision-making for leaders faced with the task of managing future public health crises.

Interview with Mark W. Johnson, Innosight co-founder and former consultant at Booz Allen Hamilton,an authority on the application of disruption theory. ]His latest book, Lead From the Future: How to Turn Visionary Thinking into Breakthrough Growth, co-authored with Innosight partner Josh Suskewicz, addresses the challenge of how to strategize for the beyond-the-core breakthrough initiatives which will be key to sustaining future growth.

His interviewer is Brian Leavy, emeritus professor of strategy at Dublin City University Business School and a Strategy & Leadership contributing editor. The interview focuses on Future-back thinking and a set of allied processes that can help leaders think further out than the three to five years that most set as their planning horizons. Then they can identify the threats and opportunities that await them and envision their best path forward.

Future-back thinking and planning begins with exploring and envisioning–actively, intensively and imaginatively immersing yourself in your organization’s likely future and then determining what you must do to not only fit into that environment but to actively shape your enterprise to thrive in it.

Future-back thinking is geared to discovery, so it is…what you use when you need to develop a market-creating innovation or new business model to fill a projected gap–to explore, envision and then chart out a new path.

The lesson for leaders: when programming a breakthrough strategy, you need to formalize the roles and responsibilities of the senior leadership team as its champions and overseers, set up an organizational model that will protect those teams from the countervailing influences of the core and ensure that the initiative is managed with an explore, envision and discover approach.

So much attention is devoted to the cost of industrial disasters in financial terms and to the technologies that fail at times, that it is possible to lose sight of the fact that disasters involve people, individually and in societal groups. Although awareness and concern about the human factor in industrial disaster has grown considerably over the last 15‐20 years, many continue to see human error in a very narrow perspective. People, however, play a key role in causing disasters, must cope with them when they occur, and bear the consequences in their aftermath. Consideration of the human factor in industrial disaster has focused primarily on input in causing disasters. Two additional phases of human involvement in industrial disaster, their coping and their reaction to the outcome, must be included. At every stage of its occurrence, industrial disaster is truly about people and their behaviour.