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This study attempts to fill the gap in organisational identity literature. It describes the use of sound in communicating brand identity and explains the roles of the principal ‘players’ in the production of one organisation's audio identity. As a case study, this research focuses on Radio Scotland's need for an identifiable sound, and also details the process involved in the design and implementation of its identity. Information about the case was generated via unstructured, open‐ended interviews with key informants within Radio Scotland and external parties who participated in the project. A chronology is used to present the findings of the case with analysis of the data led by four key research issues concerning: —sound's ability to communicate identity, —the balance between science and intuition in designing audio identity, —responsibility for sound identity production, and —requisite qualifications or knowledge for shaping audio identity. Conclusions show the use of sound to be instrumental in communicating Radio Scotland's identity, with the author suggesting that more research should be undertaken into the role of audio designs given the growth explosion in audio visual communications technology.

Conventional economics typically defines the science in terms of such concepts as production, distribution, consumption, resources, goods, services, wealth, prices and efficiency. These terms focus attention primarily on things, making it easier to argue that since those things are quantifiable economics is a positive, higher‐order science.

Discussion around authenticity has grown in marketing and consumption discourse in the last two decades. Consumers are viewed as seeking authenticity, and brands have responded to this. This chapter identifies three foundational categories of authenticity: personal, expressive and material. The main elements of each category are outlined. Key tensions are identified between authenticity as experienced by consumers and authenticity as leveraged for instrumental purposes by the marketplace.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

Stress and the military go hand-in-hand, particularly in combat environments. While some personality traits or types weaken relationships between stress and performance, others, such as psychopathy, may strengthen them. In the present chapter, we consider the ramifications of individuals with high levels of psychopathy or psychopathic tendencies in the military with regard to both their own stress and performance and that of those around them. We discuss different reactions to psychological and physical stress, as well as the implications of psychopathic tendencies as they relate to current military issues, including gender, leadership, teamwork, turnover, post-traumatic stress disorder, and suicide. By juxtaposing relevant research findings on stress and psychopathy, we conclude that psychopathic tendencies should have neither uniformly negative nor positive effects on stress and performance in the military. Rather, effects on such individuals and the peripheral others with whom they interact will likely vary greatly depending on numerous factors.