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Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

This chapter presents an investigation of the relationship between psychological entitlement and stress. Empirical and conceptual evidence is considered suggesting that Conservation of Resources (COR) theory may apply differently to employees with a heightened sense of entitlement. Using attribution and COR theory, a conceptual framework is offered predicting that entitlement is positively associated with subjective stress, based on the logic that psychologically entitled employees develop unjustifiably inflated levels of self-evaluative internal coping resources such as self-esteem and self-efficacy that promote unmet expectations. It is also proposed that political skill and the ability to manage perceptions of competency may attenuate this relationship. The chapter concludes with a discussion of the challenges associated with managing psychologically entitled employees.

This chapter discusses how the control and strategic management of resources plays a role in the occupational stress process. Building upon prior resource theories of stress, the idea is developed that control of external and internal resources, and not resource acquisition or maintenance, is a vital element that contributes to a strain response to workplace demands. This can occur at the level of objective resources (resources needed to cope with demands), and it can occur at the level of perceived resources (the individual’s perception of resource control). The chapter also discusses the importance of resource management strategies that individuals engage in, as well as both internal and external resource management resources. Several common stressors are discussed in resource control terms, and the role of power and politics in strategic resource management is discussed.

In a world that glorifies power, the lives of the powerless serve as context for testimonies of salvation that in their pretentiousness more often reinforce the reputation and self-esteem of the powerful hero than transform the lives of the oppressed. Whereas these types of popular human-interest stories may raise awareness of the conditions surrounding the powerless, they do little more than advance the notion that these individuals are without hope and must rely solely on the generosity, resources, and leadership of the powerful populations by which they are exploited. We seek to offer a contrasting perspective in this chapter. That is, we present a framework that challenges messianic notions of leaders of ineffectual populations and presses forth with the idea that powerlessness is a more common condition than feeling powerful and that only the powerless can alter their destiny.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

Although scholarly inquiry into entrepreneurial stress has existed for nearly 40 years, little is known about how events drive stress responses in entrepreneurs, and how entrepreneur coping responses impact their well-being, relationships, and venture performance. In response to these deficiencies, the authors propose a stress events theory (SET) which they apply to an entrepreneurial context. The authors begin by providing a brief review of existing literature on entrepreneurial stress, which highlights unique stressors and events that entrepreneurs encounter. The authors then introduce event systems theory as developed by Morgeson, Mitchell, and Liu (2015). From this foundation, the authors develop SET, which describes how entrepreneurs react to particular event characteristics (novelty, disruptiveness, criticality, and duration). Additionally, the authors propose that how entrepreneurs interpret events drives coping choices, and that the accuracy of these coping choices subsequently differentiates the quality of entrepreneur well-being, interpersonal relationships, and venture-related consequences. The authors conclude with a discussion of contributions and areas of future research using our proposed theory.

This chapter focuses on the critical work of Dorothy Lipsky and Alan Gartner’s Inclusion and School Reform: Transforming America’s Classrooms, specifically through their 1987 piece, Beyond Special Education: Toward a Quality System for All Students. The chapter explores the five broad, interrelated areas of: (1) The Separate Special Education System; (2) Inclusive Education; (3) School Restructuring; (4) The Reform of Education and the Remaking of American Society; and (5) Amplification of Inclusion Issues. The chapter shows how the work of Lipsky and Gartner examines each theme in a discrete way whilst also showing how they are interrelated, analogous to jigsaw pieces that ultimately create a more comprehensive analysis of inclusive education scholarship and practice.