Search results

This research empirically investigates how service employees' ratings of technology readiness (TRI), negative attitudes towards robots (NARS), Big Five personality traits (BFI) and emotional demands (ED) affect their willingness to work with service robots (WTW).

One set of data is collected from 410 service employees expected to work with service robots in Study 1. Another set of field data is collected from 102 employees working with service robots in Study 2. Hierarchical regression is used to test hypotheses about the impact of technology readiness, negative attitudes towards robots and Big Five personality traits on WTW. Additionally, the interactions of emotional demands in the workplace are analysed.

TRI-optimism and TRI-insecurity significantly affect WTW in Study 2 but are nonsignificant in Study 1. The impacts of NARS-emotions in interaction with robots and NARS-interaction with robots situations on WTW are significant in Study 1 but nonsignificant in Study 2. Moreover, BFI-neuroticism negatively affected WTW in Study 1, while these effects were nonsignificant in Study 2. Finally, emotional demands significantly interact with three of eleven dimensions of IVs in Study 1, but all interactions are nonsignificant in Study 2.

This research provides a guiding framework for service companies to screen employees expected to cowork with service robots, to enhance newly hired employees' WTW and to improve existing employees' WTW.

Integrating the characteristics of service employees, service robots and jobs into a theoretical framework, this research is the first to empirically examine the effects of service employees' several critical characteristics (technology readiness, negative attitudes towards robots and Big Five personality) on WTW and the moderation of job characteristics (emotional demands).

This chapter examines how elected politicians exercise their role as leaders (managers) of public services by employing three concepts: accountability, trust and authenticity. Political leaders have an obligation to their electors and the public services that they lead. Lord German examines this dual accountability. He maintains that the mediation of political power and leadership through interaction with a permanent civil service offers a rich field for interdisciplinary research. He suggests that authenticity in the political sphere has two dimensions which may not align: political authenticity and organisational authenticity. Lord German argues that both of these offer potential for research and the reinterpretation of authenticity in the political arena.

Considering the critical role of higher education institutions in the advancement of the 2030 Agenda, this paper aims to analyse the incorporation of the gender perspective (Sustainable Development Goal 5) in the University Cooperation for International Development.

Following a qualitative methodological strategy, this paper identifies the potentialities and challenges of this perspective from the point of view of the technical staff of the cooperation units of seven Spanish universities.

Results show a strong intention to incorporate gender principles, in accordance with the SDGs framework. However, the findings also point to certain divergences in the forms of understanding and implementing gender equality in practice. Finally, this paper uncovers a variety of strategies to navigate the resistances, still existing in the university community.

Spain is orienting the legal framework of its cooperation and international relations towards the ambitious horizon of a feminist foreign policy. Universities are key actors in international development cooperation and the implementation of the SDGs. This is an issue that has received little research attention, particularly from a gender perspective.

Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

This chapter explores the strategic responsiveness of commodity multinationals operating in developing countries to the uncertainties raised by the emergent European Union (EU) sustainability regulation. The study applies deductive theory triangulation to derive five response propositions, subsequently contrasted with inductive insights from an exploratory single-case study. The research involves in-depth interviews with a mix of senior and middle management and numerous external stakeholders. Empirical findings are discussed through storytelling and retrospective sensemaking and cross-checked against corporate documents, archive material, and online articles for added validation. This chapter concludes that an authentic commitment to corporate social responsibility and creating shared value can enhance the multinational enterprise (MNE)’s resilience and responsiveness to regulatory uncertainty, especially when combined with early signal scanning and real options reasoning. Through varied, first-hand insights, the case study demonstrates the role of reputation, core values, and ethical leadership in support of effective stakeholder engagement capabilities and the MNE’s ability to develop viable collaborative solutions to uncertainties implied by evolving sustainability regulation and stakeholder expectations. Taking an evolutionary view, this chapter introduces a process perspective on sustainability transition, relevant to firms seeking a shift in focus from mere compliance toward strategic responsiveness founded on adaptability and renewal.

Cities and the tourism industry are closely related. Cities are destinations that serve for the welfare of the people and the tourists visiting the city. The tourism sector, on the other hand, uses the environmental and sociocultural resources of the cities, ensures that these resources are transferred to the future by protecting them, and contributes to the economic development of the cities by creating employment. Several urban models have been created within this framework to make urban tourism viable. Eco-city tourism is one of these urban design concepts. Eco-city tourism aims to protect cities from sociocultural, economic, and environmental factors while promoting their growth. Eco-city tourism, which includes a number of practices such as prevention of pollution, protection of biological diversity, consumption of renewable energy, production of local products, employment, and protection of cultural values, is easily implement in cities in an integrated manner with smart technological systems. Smart building and smart energy systems for energy saving, mobile applications, Wi-Fi, big data, Internet of Things (IoT), and cloud computing are among the smart technological systems used in the tourism sector.

When a crisis occurs, do corporate social responsibility (CSR) activities protect organizational reputation by buffering negative effects or do CSR activities intensify negative effects, potentially leading to a worse reputation compared to if the organization had no prior CSR engagement? The authors hypothesize that if a crisis emerges in a domain aligned with an organization’s CSR initiatives (crisis-congruent CSR) backfire effects would arise, adversely affecting the organization’s reputation. Conversely, in cases of incongruence, where the crisis emerges in a domain not aligned with an organization’s previous CSR involvement, a buffering effect would manifest, protecting the organization’s reputation.

The authors conducted an experiment with a 3 (crisis-congruent, crisis-incongruent, and no CSR activities) × 2 (repeated measures) mixed factorial design. In the first scenario, no information was provided concerning a company’s social commitment. Alternatively, participants were exposed to an article illustrating the company’s dedication either to healthcare (crisis-incongruent commitment) or to combating sexism (crisis-congruent commitment). Afterward, participants were presented with a newspaper article addressing allegations of sexism against the company’s CEO.

The findings demonstrate that prior CSR activities have the potential both to serve as a buffer and to cause backfire effects in times of crisis. Domain congruence is the decisive moderator of these effects: Crisis-incongruent CSR activities acted as a buffer, crisis-congruent CSR activities “backfired” and led to more negative perceptions of the company’s reputation.

The study directly contributes to the understanding of CSR effects in crisis communication, while also addressing the often paradoxical and contradictory findings of prior studies.