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This paper explores the role of critical reflection in the context of leadership development and how it is measured. The purpose of this paper is to review theoretical and empirical research that captures the application of critical reflection in leadership development.

This study is an integrative literature review of peer-reviewed journal articles on critical reflection in leadership development. The search revealed 172 peer-reviewed journal articles based on the search terms. The authors conducted a staged review of the abstracts and identified a final sample of 27 empirical articles and 12 non-empirical articles for review.

The findings of this review show that critical reflection is an essential tool for leadership development and has been utilized in a variety of ways and through multiple theoretical perspectives. Despite being relied on heavily in leadership development, the measurement for critical reflection is not well established in the literature.

The researchers propose a conceptual model that integrates the phases and levels of critical reflection as well as the desired outcomes in leadership development. Implications for leadership development are also discussed.

The purpose of this study is to investigate the factors that influenced employee engagement in the context of remote work as a result of the COVID-19 pandemic and compare them with antecedents of employee engagement in traditional workplaces.

This study adopted an integrative literature review design of 27 empirical and conceptual peer-reviewed journal articles from a host of academic databases. Data were analyzed via a matrix and mapped onto individual and organizational antecedents of employee engagement.

This study identified 18 antecedents of remote work, which were categorized into individual antecedents, for example, mindfulness and digital literacy, as well as organizational antecedents, for example, job autonomy and supportive leadership. These findings were compared with antecedents of employee engagement in traditional workplaces to generate new knowledge about the impact of remote work on employee engagement as a result of the large shift to remote work in 2020.

This study synthesizes the most recent literature on antecedents of employee engagement in remote work settings as the result of the pandemic and contrasts these new approaches with previously identified antecedents of employee engagement in traditional workplaces.

The purpose of this paper is to understand the process of large-scale organizational change in a community-based enterprise in Myanmar.

A qualitative case study methodology was selected to understand the phenomenon of change in a community-based enterprise in Myanmar. Data were collected over a four-week period of fieldwork through individual interviews, focus groups, observations and document collection. Data were analyzed via a modified inductive analytic strategy using constant comparative analysis.

Findings revealed the processes used in this large-scale organizational change as impacted by the national cultural dimensions of Myanmar and the social learning experienced by the participants. Learning about organization development and change and sharing that learning in the organization by its members who participated in a certificate program in organizational development designed by Payap University (Thailand) and the International Rescue Committee had a major role in the change processes. Myanmar’s high power distance and collectivist culture facilitated social learning by highlighting authority figures as role models and providing high interaction environments conducive to learning.

This study illuminates the change process in a community-based organization in the emerging economy of Myanmar where no roadmaps for change in these types of organizations exist. The findings of this study are transferrable to community-based organizations in emerging economies with similar national cultural characteristics and call for future case studies to understand the complexities of change in these unique organizations and environments.

During the late twentieth century in the field of social studies education, Donald Oliver, Fred Newmann, and James Shaver were prominent leaders. Their work on the Harvard Social Studies Project was part of the New Social Studies movement popular in the 1960s and 1970s that attempted to transform the social studies curriculum nationwide. By creating materials that focused on inquiry-based learning, they aimed to make a difference in the way that social studies courses were taught in American schools. The focus of this research is an analysis of the content and impact of the Harvard Social Studies Project and an exploration of the contributions of Donald Oliver, Fred Newmann, and James Shaver to that project. Historical research methods served as the primary theoretical framework for guiding the investigation. Oliver, Newmann, and Shaver’s work on the Harvard Social Studies Project not only established all three men as influential leaders in social studies education but also laid the groundwork for their subsequent work in broader areas of education.

This qualitative research explores factors that influence social studies teachers’ issue-selection for classroom discussion. Four high school teachers—three from an urban setting and one from a suburban high school—participated in the study. Data were gathered over three months via interviews, classroom observations, and field notes; all were analyzed using the constant comparative technique of the grounded theory approach. Two claims are made: Teachers’ social positioning influences their curriculum choices, and media influences social studies teachers’ issue-selection.

This chapter contributes to a corpus of legal–anthropological studies concerning the role of cultural experts in legal institutions. It begins by identifying the reasons behind the fragile collaboration between Italian courts and cultural experts and outlining some of the consequences of this relationship. It then presents a collection of cases involving cultural experts including a focus on the L’Aquila trial recounted from first-hand experience by Antonello Ciccozzi, the anthropologist who acted as expert consultant. The conclusions attempt to summarize the “state of the art” of cultural expertise in Italian courts today and call for greater collaboration between law and anthropology as a means of guaranteeing a fair trial.

There is a major lacuna in sustainable human resource management (HRM) research regarding the theoretical context of its adoption or implementation. Consequently, the purpose of this study is to examine the relative influence and interactive effects of different levels of institutional isomorphisms on sustainable HRM adoption.

This study applies the conceptual method and anchors the discussions on the institutional theory and the extant literature on the antecedents of sustainable HRM implementation.

Internal and external institutional isomorphisms will have complementary (synergies) or substitution (trade-offs) effects on sustainable HRM adoption. Furthermore, external institutional isomorphic pressures related to societal values and culture and stakeholders’ sustainability demands are likely to have greater influence on sustainable HRM implementation relative to the internal institutional isomorphic pressures related to managerial sustainability values and attitudes; sustainability-related HRM competencies; resource availability; and perceived sustainability benefits.

This study proposes a novel multi-level conceptual model on the implementation context of sustainable HRM for testing empirically. Furthermore, this study generates insight on how different levels of institutional isomorphic pressures relatively and interactively (synergies versus trade-offs) affect sustainable HRM adoption. This is significant because there is a view that HRM as a discipline is theoretically weak. Although the field has advanced theoretically, one of the areas that need more theorisation is the context of HRM. Hence, this study advances the theoretical context of sustainable HRM implementation through the perspectives of the institutional theory.

Financial access is key to achieving several economic goals in developing countries. This paper aims to construct a longitudinal village-level measure of financial access in India and understand the role of RBI's policies and village characteristics in influencing the access.

The authors adopt a spatial approach in developing a metric of financial access. In particular, they measure the distance of each unbanked village in India to the nearest banked-centre from 1951 to 2019. The authors use this measure to conduct two exercises. First, a descriptive study is undertaken to assess how RBI's policies on bank branch expansion from 1951 to 2019 influenced the proximity to bank branches. Second, the authors conduct regression analyses to investigate how socio-economic and demographic characteristics of villages influence their proximity to bank branches.

The average distance of an unbanked village to the nearest banked-centre has declined from 43.5 km in 1951 to 4.2 km in 2019. The gain in bank access has varied geographically and over time. In 2001, bank branches were relatively distant from villages with under-privileged caste groups and proximate to areas with better infrastructure. This relationship worsened after 2005 when RBI introduced liberalized branch expansion policies. By 2019, proximity responds much more adversely to the presence of underprivileged groups. At the same time, banks have moved closer to economically better-off villages and villages with workforce in non-farm enterprises rather than agriculture.

First, studies in the Indian context focus on state-level determinants of bank branching, this is the first study to develop a longitudinal measure of financial access at the village level. This helps to understand spatial heterogeneity in bank branch access within states, which other studies are unable to do. Second, the paper analyses the role of village-level socio-economic and demographic characteristics in proximity to bank branches. This analysis helps in discovering micro-foundations of growth of bank branch network. The granularity of the approach adopted here overcomes the confoundedness problems that the studies at a more aggregate level face.

This study aims to perform a systematic literature review to organize the abundance of information on employee relations (ER) and sustainable organizations. Moreover, this study identifies the research gaps by investigating the review of ER’ mediating and moderating variables and the relationship between ER and sustainable organizations.

This study is based on the systematic literature review methodology involving 257 studies in the final stage. The Scopus and Google Scholar databases with search criteria “employee relations” and “employee relations and sustainable organization” were used to achieve the research objective. After applying inclusion and exclusion criteria, researchers come to the distribution of the articles based on the subthemes, geographical region, types of methods, top authors with affiliation and complete research articles based on the citation. In the final stage, this study concluded with the conceptual model comprising mediators and moderators of ER as well as the mediating and moderating variables of the relationship between ER and sustainable organizations.

The reviewed literature shows that employee relation is an optimal strategy for retaining employees via proper disclosure of human resources (HRs) and ER Index. This study included the top six publishers, namely, Emerald, Elsevier, Sage, Springer, Taylor and Francis and Wiley Online Library, to do an exhaustive review on a specific topic. The findings indicate that after COVID-19, the ER index, HR disclosures and the sustainability of ER are among the new and required paradigm shifts needed to manage a crisis impact and perform productively. The mediator and moderator variables that can improve employee–employer relationships are organizational trusts, organizational justice, perceived job satisfaction, organizational structure and firm ownership. On the other hand, variables that mediate and moderate the relationship between ER and sustainable organizations are organizational climate, organization trust, organization culture, perceived organization support, psychological empowerment, firm ownership, leadership behavior and attitude, respectively. The findings concluded that harmonious and cordial ER are pertinent in building sustainable organizations and accomplishing organizational goals.

The mediating and moderating variables that have been identified can be helpful for enthusiastic researchers in contributing to empirical research. Practitioners and managers can use the findings in making an effective organizational model that develops good employee–employer relationships and helps create a culture of trust and harmony. This study focuses on exploring the variables of ER, which strengthens employee–employer relationships and supports organizations to stay agile and attain sustainability to endure in the future.

This study insights on the specific mediating and moderating variables of ER and sustainable organizations. Till date, studies exploring constructs of ER and sustainable organizations are still in deficit. Better employee relation reflects and leads to a more resilient organization. Future researchers should explore the connection between pandemics and ER which is done insufficiently in the present time.