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We are long overdue for a conversation about ethical treatment of student researchers. Ethical treatment of research participants has been carefully defined through decades of public conversation, and ethical practices have been institutionalized through mechanisms like mandatory ethics trainings and Institutional Review Boards. Student researchers deserve the same level of consideration. While there are many types of ethical violations of student labor in research projects, there are two that are of particular concern to social movements researchers: use of volunteer labor without clear academic or professional benefits, and failure to ensure the safety of student researchers. The first of these ethical violations is especially common in social movements research because of the emergent nature of protests: new rounds of protests begin and researchers seek to rapidly collect data on a tight timeframe, making grant funding to pay student researchers challenging. The second situation emerges when faculty researchers do not consider the ways students' race, gender identity, or other characteristics, or the nature of the protests themselves might create potential risks for students.

In this paper, I propose using the Belmont Report principles to create guidelines for ethical treatment of student researchers. While these principles were developed for the purposes of protecting research participants, the principles of respect for persons, beneficence, and justice help us to clarify the risks and benefits for student researchers, to find ways to maximize the benefits of student research participation, and to understand and address the inequalities that plague graduate student training.

The paper examines “lessons learned” from the COVID-19 pandemic by capturing the organizational and operational experiences of police departments in the state of Washington across two waves of survey administration. This study is among the first to document experiences at a state level, affording an opportunity to compare national results and allowing for documenting shifts between each wave.

This study draws from a state-specific replication of the IACP instrument fielded by Lum et al. (2020a) on the experiences of police departments working under COVID-19 and integrates specific questions from stakeholders in Washington. The survey was administered through Qualtrics, which was distributed by the Washington Association of Sheriffs and Police Chiefs (WASPC) 6 months into the pandemic and 18-months later.

Respondents reported operational and organizational reconfigurations including shifting to telecommuting for support staff and command staff, implementing online reporting forms for use by the public to report crimes and planning exercises for predicted budget reductions. While CDC and Washington Department of Health guidelines informed most of the respondents' policy, integrating that policy into the operational procedures demonstrated how quickly issues in staffing can transition from a challenge to a severe issue. Quarantining and staffing problems remained an issue across both waves, which were exasperated by staff turnover.

The response rate and response completeness, particularly a drop in response for Wave 2, limit the ability to supply more precise estimates documenting the experiences of WA police departments. Relatedly, an inability to match Wave 1 to Wave 2 results inhabits a direct comparison of changes 12-months later. Second, the responses reflect those of the chief law enforcement officer (Chief of Police, Sheriff) or the person designated by the chief, which may not represent the experiences of front-line officers.

Reflecting on the lessons learned across each Wave, agencies shared adaptations implemented to better protect the health of staff and their communities to effectively manage future health emergencies. Most directly, they learned how to conduct some business remotely and the necessity to innovate. The most important lesson learned, and implication for policy is improving the resourcing and logistics to secure adequate health protections. The data also highlight a concern for clarity, consistency, and credibility in supplying information to police departments in pandemic and emergency situations.

This paper fulfils an identified need to enhance “lessons learned” for police response in pandemic and emergency situations. These data supply insight into the anticipated and lived experiences of agencies adapting to the pandemic in Washington State. The endogenous and exogenous shock that is COVID-19 altered how police departments interacted externally and internally resulting in operational and organizational reconfigurations.

This study aims to focus on assessing the psychometric properties necessary to validate the internal structure of the TOURQUAL scale.

A quantitative research study was conducted in collaboration with the Brazilian Network of Tourism Observatories, comprising 927 respondents surveyed between October 2021 and May 2022. The data analysis involved the application of descriptive statistics and exploratory factor analysis, in alignment with the principles outlined in the Standards for Educational and Psychological Testing 2014 to validate the scale.

The findings of this study validate the TOURQUAL scale as a robust tool for assessing the perceived quality of tourist services, with results demonstrating one-dimensionality and replicability.

To the best of the authors’ knowledge, this study is the first to assess the psychometric properties for validating the internal structure of the TOURQUAL scale.

This study explores the interconnectedness and complexity of risk-varied climate initiatives such as green bonds (GBs), emissions trading systems (ETS) and socially responsible investments (SRI). The analysis covers the period from September 2011 to August 2022, using six indices: three representing climate initiatives and three indicating uncertainty.

To achieve this, the study first examines dynamic lead-lag relations and correlation patterns in the time-frequency domain to analyse the returns of the series. Additionally, it applies an innovative approach to investigate the predictability of uncertainty measurements of climate initiatives across various market conditions and frequency spillovers in the short, medium and long run.

The findings indicate changing relationships between the series, increased linkages during turbulent market periods and strong co-movements within the network. The ETS is recommended for diversification and hedging against uncertainty indices, whereas the GB may be suitable for long-term diversification.

This study highlights the role of climate initiatives as potential hedges and contagion amplifiers during crises, with implications for policy recommendations and the asymmetric effects on market connectedness.

The paper answers questions that previous studies have not and contributes to the literature regarding financial risk management and social responsibility.

Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.

An online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.

Findings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.

Research findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.

Annual general meetings have been variously described as dull rituals for accountability versus entertaining theatre at the expense of accountability. The research analyses director and shareholder participation and dialogic interactions at annual and extraordinary general meetings of Cecil Rhodes' British South Africa Company (BSAC). The BSAC was incorporated under a royal charter in 1889 in return for power to exploit a huge territory, Rhodesia/now Zimbabwe. The BSAC's administration ceased in 1924/25. Thus, the BSAC had a dual mandate as a private for-profit listed company and to occupy and develop the territories on behalf of the British government.

The article analyses 29 BSAC general meeting minutes, comprising 25 full sets of verbatim minutes between 1895 and 1925. The study adopts manual content analysis. First, the research adopts conversational analysis to analyse director and shareholder turn-taking and moves by approving and dissenting shareholders. Second, the study identifies and analyses incidents of shareholder sentiment from the shareholder turns/moves. Finally, the article assesses how shareholder sentiment changed throughout the period and whether the BSAC's share price reflected the shareholder sentiment.

The BSAC's general meetings were associated with the greater colonial project of building the British Empire. The authors find almost 1,500 incidents of shareholder sentiment. Directors and shareholders take roughly an equal number of turns (excluding shareholder sentiment). Ritual and ceremony dominate director and shareholder turns and moves, while accountability to shareholders was minimal. The BSAC share price spiked in the early years of the project, waning after that. Shareholder sentiment, both positive and negative, reflect the share price behaviour.

A unique database of verbatim general meeting minutes records shareholders' reactions to what they heard in the form of sounding off through cheering, “hear, hears,” laughter and applause (i.e. shareholder sentiment).

University students are a unique population with great potential to adopt eating habits that promote positive human and planetary health outcomes. The purpose of this study is to illustrate the current perceptions of sustainable eating behaviours among the students and to examine the determinants of sustainable eating behaviours.

Data were collected from December 2020 to May 2021 through focus group discussions among university students in Ontario, facilitated through synchronous online sessions. There were 21 student participants during the course of five focus group sessions (4–5 participants per session) from various departments within the university. The discussions were transcribed and analyzed for main themes and concepts using open coding; deductive coding based on the framework by Deliens et al. as well as the literature; and inductive coding for emerging themes.

The students had different perceptions about what constituted sustainable eating behaviours, some of which were not based on fact. A variety of individual, environmental (macro, micro and social) and university characteristics were mentioned as factors influencing sustainable food choices, with “food literacy” and “campus food” being the top two factors.

This study presents a novel and holistic overview of how sustainable eating behaviours and sustainable foods are perceived among university students and identifies the perceived determinants of adopting sustainable eating behaviours. This study helps with identifying opportunities to promote sustainable eating behaviours among university students and the design/implementation of informed interventions and policies aimed at improving eating behaviours.

This paper aims to assess COVID-19 as presenting both a crisis and opportunity for police trust and legitimacy by considering the role of police in delivering the legislative requirements of government and enforcing various health orders across Australia and New Zealand.

The research relies on a mixed-methods analysis of national, commonwealth, state and territory policy, corporate police reports, academic commentary and media coverage throughout the pandemic. Survey data gathered during the pandemic relevant to trust and legitimacy in police and government is also analysed.

Five findings relating to police trust and legitimacy are identified. They reveal that police mostly did seize the pandemic as an opportunity to implement practices that enhanced perceptions of trust and legitimacy. However, even where police were able to leverage COVID-19 as an opportunity, the protracted nature of the pandemic posed a challenge for maintaining trust and legitimacy gains. The findings also underscore the importance of a continued focus on building trust and legitimacy post-pandemic to counter any lingering consequences.

The applicability of the findings outside the Australian and New Zealand context may be limited, given differences in jurisdictional legislative frameworks and policing operational environments.

This study identifies good community engagement practice for pandemic policing, contributes to communication strategies for managing trust decay during an emergency, forecasts ongoing trust and legitimacy challenges to policing’s post-pandemic operational environment and enhances aspects of post-pandemic recruitment approaches.

The findings contribute to emerging police practice and research on building and sustaining trust and legitimacy during periods of uncertainty and volatility, such as during and after a pandemic.