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In reflective writing, students are encouraged to examine their own setbacks and progress. With a shortage of guidance in how to provide feedback to students on this type of writing, teachers are often left to figure it out on the job. The central hypothesis in this paper is that the lens of reflective practice can help focus teacher efforts and ultimately improve both feedback and instruction. The purpose of this paper is not to produce a universal prescription for assessing reflective writing but rather a protocol for teacher reflective practice that can apply to challenging grading and feedback-giving situations.

Student assessment is a chance for teachers to learn about their students’ abilities and challenges and to provide feedback for improvement. Assessment and grading sessions can also become opportunities for teachers to examine their own instructional and assessment practices. This self-examination process, a cornerstone of reflective practice (Schön, 1984), is challenging, but it may be especially valuable when guidelines for feedback and assessment are hard to come by. Such may be said to be the case in student-centered learning environments such as school Fablabs and makerspaces, where stated goals commonly include cultivating learner self-regulation and resilience. These hard-to-measure constructs are typically assessed through analysis of student reflective journals. This in-depth case study uses mixed-methods to examine how a semester-long intervention affected the grading, feedback and instructional practices of a teacher in a hands-on design classroom. The intervention involved 10 grade-aloud sessions using a computer-based rubric tool (Gradescope) and a culminating card-sorting task. The lens of reflective practice was applied to understanding the teacher’s development of their own reflective capabilities.

During the intervention, the participating teacher grappled with grading and feedback-giving dilemmas which led to clarifications of assessment objectives; changes to instruction; and improved feedback-giving practices, many of which persisted after the intervention. The teacher perceived the intervention as adding both rigor and productive “soul-searching” to their professional practice. Lasting changes in feedback behaviors included a comprehensive rubric and an increase in the frequency, specificity and depth of feedback given to student written work.

Significant prior efforts have been directed separately at the use of reflective practice for teachers, in general, and on the feedback and grading of student process journals. This work combines these lines of inquiry in the reflective classroom assessment protocol, a novel on-the-job professional development opportunity that fosters reflective practice in times of assessment to improve instructional and feedback practices.

Drawing on conservation of resources (COR) theory, this study aims to explore how perceived organizational exploitation affects hospitality employees’ extra-role customer service behaviors by investigating the mediating role of depressed mood at work and the moderating role of reappraisal.

This study tested all of the hypotheses using multilevel path analyses with a sample of 340 supervisor–subordinate dyads.

The results show that perceived organizational exploitation is indirectly associated with hospitality employees’ extra-role customer service through depressed mood at work and that employees’ reappraisal may help mitigate the negative effect of organizational exploitation.

First, policies and rules should be established in advance to prevent organizational exploitation. Second, we suggest that hospitality organizations should pay special attention to employees who have low levels of reappraisal, and reappraisal training could be provided to enhance their emotion regulation skills. Third, hospitality organizations could nurture a healthy and supportive emotional climate to create positive emotions in the workplace, in case that depressed mood at work contributes to employees’ extra-role behaviors.

First, the authors go beyond previous studies to focus on a new behavioral outcome of perceived organizational exploitation, i.e. extra-role customer service. Second, it applies a new perspective of COR theory to determine the underlying mechanism of perceived organizational exploitation. Third, to the best of the authors’ knowledge, this study is one of the first to explore the boundary conditions under which the destructive effects of perceived organizational exploitation can be mitigated.

Children are becoming heavy users of communication and information technologies from an early age. These technologies carry risks to which children may be exposed. In collaboration with the Israel Ministry of Education (IME), the authors launched a week-long safe online awareness program for school children in 257 elementary and middle schools in Israel. Each class independently composed a safe and ethical code of online behavior following two classroom debate sessions. The purpose of this study was to analyze these codes and learn how school children perceive and understand the proper use of the network using thematic analysis.

A total of 8,181 students between the ages of 8 and 14 years in 303 classes from 257 schools participated in the program. These classes composed 303 ethical codes, which were decomposed into 2,201 elements (phrases, sentences, or paragraphs). Using mixed-methods research combining quantitative and qualitative methodologies, the elements of the ethical codes were analyzed, interpreted, and classified to identify the dominant themes and discourses used by the students when addressing issues related to safe online use.

Findings indicate that Israeli students are aware of the dangers and risks of the internet, and these concerns are reflected in their own ethical codes. The students discouraged online self-exposure and encouraged precautions and wariness towards members of out-groups. The themes included sentences which asked for responsible, appropriate, and lawful use, expressed concern about privacy issues, and stated the need for adult involvement. Most of them reflected an “us against them (strangers)” perspective.

The current study presents an innovative “bottom-up” program based on wisdom of the crowd approach, that can be implemented in schools internationally in order to encourage reflexivity and teach children the necessary skills for safe online experiences. In addition, this study analyses the school children’s own views of the dangers of social media and learn about their perspective and understanding of internet use.

The purpose of this paper is to study the sensitivity of provident fund investors to past performance and how market conditions, changes in risk and liquidity levels influence the net flows into provident funds by using a unique sample from Israel.

The study checks the impact of different levels of fund performance on provident fund flows using three alternative proxies for performance: raw return and the risk adjusted returns based on the Sharpe ratio and the Jensen’s α. The analysis relies on the time fixed effect and fund fixed effect regression models.

Results reveal that there exists an approximately concave flow–performance relationship and performance persistence among Israeli provident funds. Israeli provident fund investors are risk averse so they overreact to bad performance both in bull and bear markets. Moreover, liquidity is an important factor to influence the flow–performance curve. The investors’ strong negative response to poor performance and relative insensitivity to outperformance show that provident fund managers are not rewarded for their risk-shifting activities as in mutual funds.

The authors explore the behavior of investor flows in non-institutional retirement savings funds specifically outside of the USA, which is a topic not properly investigated in literature. Moreover, examining inflows and outflows separately gives the authors a richer understanding of investors in pension schemes. This study also enhances the understanding of the impact of fund liquidity on the flow–performance relationship for the retirement funds segment.

The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude our editorial by identifying some yet unanswered questions.

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.

The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.

The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.

Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.

By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

By investigating trust in the organization as a mediator and traditionality as a moderator, this study aims to examine the effect perceived organizational exploitation poses on frontline hotel employees’ service performance.

A three-wave survey that targets 219 supervisor–subordinate dyads from four Chinese hotels was conducted to test the hypotheses. The authors used SPSS 20.0 and AMOS 21.0 to analyze the data and verify the theoretical model.

This study found that perceived organizational exploitation exerts a destructive impact on frontline hotel employees’ service performance. Trust in the organization is a full mediator of the link connecting perceived organizational exploitation to service performance. Furthermore, traditionality weakens perceived organizational exploitation’s impact on trust in the organization and subsequent service performance.

The authors’ findings remind hotels to cease exploiting their employees to avoid compromising service performance. Hotels should also endeavor to instill trust among employees toward the hotel and allocate more attention to employees with lower levels of traditionality.

First, to the best of the authors’ knowledge, this study is among the first to explore the impact of perceived organizational exploitation on frontline hotel employees’ service performance. Second, this study reveals a novel mechanism underlying the connection between perceived organizational exploitation and service performance. Finally, this study identifies frontline hotel employees’ traditionality as a vital moderator that mitigates the negative relationships among perceived organizational exploitation, trust in the organization and service performance.

The purpose of this paper is to propose a wage incentive plan for branch managers of multi‐branch firms. The incentive payment is calculated according to each branch's performance and its relative rank, taking into consideration common variables, regional variables and managerial skill variables.

The paper utilizes Andersen and Petersen's super‐efficiency model, which is based on the model of Charnes, Cooper and Rhodes, the most widely used and best known data envelopment analysis model. The regional variables and the managerial skill variables are considered as inputs (resources). The periodic measured efficiencies are then translated into a special wage incentive plan with promotive and contrient interdependence between the branch managers.

The regional variables and the managerial skill variables have a significant impact on the efficiency of each branch and on the ranking of the branches. These variables may increase or decrease the relative efficiency and the incentive payments of the branch managers.

The research provides tools for applying a wage incentive plan for branch managers of multi‐branch firms. The proposed incentive plan is more fair than most other incentive plans because it takes into account regional variables. Furthermore, it can increase the flexibility of the top management to switch branch managers, to send talented managers to problematic branches/regions/countries and to decrease the attractiveness of the profitable branches. The method also enables us to evaluate the performance of each branch over periods of time. The practicability of the proposed plan is demonstrated by a real‐life case study.

Beyond the common input and output variables that measure efficiency, the plan presented in the paper takes into consideration those regional variables which characterize each branch as well as the managerial skills of the branch managers. The total cost for the incentive payment is a given portion of the global corporate net profit.

This paper examines the market timing ability of a sample of 62 Australian International equity funds using the returns‐based approach of Henriksson and Merton (1981) (H&M) and Treynor and Mazuy (1966) (T&M). Specifically, the primary focus is to investigate whether market timing ability bears any relationship to the stated fund allocation policy. Generally, the results indicate that fund managers do not successfully time the market. We also find that there is no relationship between the manager's stated level of activity on allocation and their market timing abilities as calculated using the H&M and T&M models. Managers are not successfully implementing their stated policies. These results are consistent with an irrelevance of perceived management style to fund policies and hence performance. Furthermore, it is indicative that fund managers are not successfully targeting particular classes of risk averse investors.

The purpose of this paper is to resolve a core issue in project management research and practice – inconsistent terminology of key project roles. This inconsistency has negative consequences on the quality and impact of research in this area.

The authors conducted an analysis of the literature and project management standards to identify both agreed-upon and inconsistent project role terms. Based on role and agency theories, the authors propose a consistent terminology.

The authors found consensus regarding four terms: project manager, project team, project management office, and program manager. However, the authors also found conflicting definitions and misuse concerning other terms, as well as use of the same title for different roles (e.g. customer, sponsor, champion). The authors define the ten core project roles and the two project entities with which they are associated.

The proposed role definitions and clear distinction between the two project entities offer clarity, reliance on existing consensus, avoidance of conflicts of interest, and clear separation of principal and agent roles. The implementation of these definitions will improve communications and enhance quality within and between both the research and the practice communities.