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Drawing on proactivity literature, the purpose of this paper is to investigate the relationship between employee’s proactive career planning (taking initiative to prepare for one’s career) and proactive career enacting (taking initiative to act on career plans). This study also looks into the influence of proactive personality and cognitive complexity in the relationship between proactive career planning and proactive career enacting.

Survey data were collected in Australia (study 1; n=271) and were tested using structural equation modeling. Another set of survey data were collected in a different cultural context in the Philippines (study 2; n=215) for cross-cultural validation.

Results show that proactive career planning and proactive career enacting are positively and significantly related in both cultural contexts. Results also show that proactive personality or the stable disposition of an individual to take initiative and be involved in future-oriented actions plays a significant role in moderating the relationship between proactive career planning and proactive career enacting. In addition, results show that cognitive complexity which pertains to an individual’s capacity to construe social behaviors in multidimensional ways moderates the relationship between proactive career planning and proactive career enacting.

In today’s turbulent environment, employees need to be proactive when developing their careers. This study highlights the importance of being proactive when managing one’s career. Employees’ proactive personality and cognitive complexity also help in strengthening the link between proactive career planning and proactive career enacting, hence, these individual-level characteristics need to be developed and enhanced in organizations.

This study is valuable as it extends and advances the understanding on how proactivity (proactive career planning, proactive career enacting, proactive personality) and cognitive complexity can contribute to career development of employees.

The purpose of this paper is to carry out a comprehensive review for state-of-the-art works in disruption risk management of express logistics mainly supported by air-transportation. The authors aim to suggest some new research directions and insights for express logistics practitioners to develop more robust planning in air-transportation.

The authors mainly confined the research to papers published over the last two decades. The search process was conducted in two dimensions: horizontal and vertical. In the horizontal dimension, attention was paid to the evolution of disruption management across the timeline. In the vertical dimension, different foci and strategies of disruption management are employed to distinguish each article. Three keywords were used in the full text query: “Disruption management”, “Air transportation”, and “Airline Operations” in all database searches listed above. Duplications due to database overlap, articles other than those from academic journals, and papers in languages other than English were discarded.

A total of 98 articles were studied. The authors categorized the papers into two broad categories: Reactive Recovery, and Proactive Planning. In addition, based on the problem characteristics and their application scenarios, a total of 11 sub-categories in reactive recovery and nine sub-categories in proactive planning were further identified. From the analysis, the authors identified some new categories in the air-transportation recovery. In addition, by analyzing the papers in robust planning, according to the problem characteristics and the state-of-the-art research in recovery problems, the authors proposed four new research directions to enhance the reliability and robustness of air-transportation express logistics.

This study provided a comprehensive and feasible taxonomy of disruption risk management. The classification scheme was based on the problem characteristics and the application scenarios, rather than the algorithms. One advantage of this scheme is that it enables an in-depth classification of the problem, that is, sub-categories of each class can be revealed, which provides a much wider and clearer horizon to the scientific progress in this area. This helps researchers to reveal the problem’s nature and to identify the future directions more systematically. The suggestions for future research directions also point out some critical research gaps and opportunities.

This study summarized various reasons which account for the disruption in air-transportation. In addition, the authors suggested various considerations for express logistics practitioners to enhance logistics network reliability and efficiency.

There are various classification schemes in the literature to categorize disruption management. Using different algorithms (e.g. exact algorithm, heuristics, meta-heuristics) and distinct characteristics of the problem elements (e.g. aircraft, crew, passengers, etc.) are the most common schemes in previous efforts to produce a disruption management classification scheme. However, the authors herein attempted to focus on the problem nature and the application perspective of disruption management. The classification scheme is hence novel and significant.

This chapter discusses proactive leadership by elaborating the meaning of leaders' proactivity, the required competencies of proactive leadership, and the potentially different evaluations of leaders' proactivity by different observers, including leaders themselves, their supervisors, peers, and subordinates. Specifically, based on the goal generation – goal striving process view of proactivity, we define leaders' proactivity as “generating and enacting self-initiated and future-focused leading actions that are persistently sustained to bring changes toward the environment.” In line with the process view, we also propose the competency requirement of proactive leadership, by benchmarking against a scientifically developed, comprehensive competency dictionary, the Universal Competency Framework (UCF). Finally, we discuss the possibility that leaders' proactivity can be observed and evaluated differently by raters at different positions. Overall, this chapter provides a conceptual analysis of proactive leadership and points to potential research directions subject to empirical investigation.

Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their organization. In this chapter, we draw on goal-regulation research to review conceptual and empirical evidence that elucidates some of the complex links of affective experience and employee proactivity. We identify the different ways in which affective experience influences different stages of proactivity, including employees’ efforts in setting a proactive goal (envisioning), preparing to implement their proactive goal (planning), implementing their proactive goal (enacting), and engaging in learning from their proactive goal process (reflecting). Overall, our review suggests an important, positive role of high-activated positive trait affectivity and moods in motivating proactivity across multiple goal stages, as compared to low-activated positive affectivity and moods. The role of negative affect is mixed, and likely depends on both its valence and the stage of proactivity that is being considered. We identify a lack of research on the role of discrete emotions for employee proactivity. We discuss future avenues for research, particularly the roles of intra- and inter-personal emotion regulation for proactivity and of affective embeddedness of proactive processes in the social environment of organizations.

The purpose of this paper is to demonstrate how the contingency approach to disaster preparedness inhibits proactive management of slow-onset disasters, such as El Niño, with the purpose of advancing disaster risk theory.

This study draws on fieldwork data from Nariño, Colombia, combined with secondary data and a review of the literature on El Niño and disaster preparedness.

Disaster managers in Nariño do have contingency plans for El Niño events at their disposal. Yet, these plans do not come into play before impacts reach a certain severity. This “contingency approach” to disaster preparedness appears to stem from the assumption that disaster must come before response, effectively inhibiting proactive responses to El Niño impacts.

Attributing observed cases of droughts and oral accounts of impacts to the El Niño phenomenon is methodologically challenging. To overcome this, the aim of this study is not the documentation of subjective attributions. Instead, the focus is on bringing to the fore key dilemmas that preparedness professionals may face when they prepare for disasters with a slow onset.

Developing prevention and preparedness conceptualisations that focus on preemptive measures should ensure a more proactive response to slow-onset disasters.

Whether slow-onset disasters lend themselves to the same types of risk reduction strategies applied to rapid-onset disasters is a theoretical and practical issue that has not been explored sufficiently in the disaster risk literature.

Firms embrace environmental management strategies for a number of reasons. Government regulation pushes firms to comply with environmental standards, thereby creating a need for companies to manage environmental performance outcomes. Pressure for good environmental performance is also exerted by a variety of stakeholders including investors, customers, non-governmental organizations, local communities, and employees. Increasingly, the investment community has recognized that environmental performance is closely linked to firm value. In Measuring the Future: The Value Creation Index, a 2000 study of intangible drivers of firm value by Cap Gemini Ernst and Young, environmental performance was ranked as a key intangible driver of firm value. Financial measures of firm value have also been empirically linked to environmental liabilities (Barth & McNichols, 1994; Blacconiere & Northcut, 1997; Hughes, 2000), environmental awards (Klassen & McLaughlin, 1996), and to toxic emissions (King & Lenox, 2002). Increasingly, customer demands drive firms to embrace better environmental management practices. For example, both Ford and General Motors require that their suppliers achieve environmental management certification under the International Standards Organization (ISO) 14001 guidelines, and many other large organizations are following suit. From a starting point in 1995 of just 257 ISO 14001 certifications awarded to facilities in 19 countries, the latest data available for 2004 shows that over 90,000 certifications have been awarded to facilities in 127 countries around the world (ISO, 2005). In addition to implementing an environmental strategy as a reaction to external pressures, managers realize that effective environmental performance leads to more favorable internal outcomes. The operational performance outcomes associated with implementing a proactive environmental strategy include reduced waste and discharges, increased efficiency, reduced energy and resource costs, lower risk and liability, better corporate reputation, and reduced compliance costs (Sharma & Vredenburg, 1998; Hart & Ahuja, 1996; Hart, 1995).

The third paper in the manoeuvre warfare series, describes a prescriptive approach for the organization's operationalisation of its strategic intent. It discusses the practical planning stages adapted from the military appreciation process. Termed the mission analysis process (MAP) this framework guides planners through the initial mission analysis, the development of a course of action (CoA), followed by a landscape analysis, execution, review, reorientation, and further action if deemed necessary. This paper argues from a military paradigm using both military and business as examples. This paper emphasises the need for porous, flexible and rapid planning processes, devolved decision‐making, and high levels of organizational capability, initiative, trust, and employee competence. Argues that the MAP framework facilitates organizational learning, a heightened sense of organizational participation and commitment, as well as improving business development between management levels and across the organization.

For teachers to fully enact pedagogy rooted in equity and inclusion, they must have access to purposeful systems and tools supporting proactive and collaborative planning built explicitly to center the needs of those historically denied full access to learning. This chapter takes on the historical injustices that have been perpetuated within public education in the United States since its inception and presents practical tools and systems (rooted in research and refined in the field) that can promote more equitable day-to-day teaching and learning in classrooms.

Information regarding best practices of information technology (IT) management in K‐12 schools provides school leaders with a basis for developing their own IT systems or evaluating their existing systems. Important as this information is, limited literature coverage exists on this topic. Over 100 technology audits conducted by graduate students in school organizations in north‐east Ohio in the United States have yielded insights of best practices that school leaders should find useful. The insights discussed in this article include attention to the access rate of users, leadership promise, technology planning, staff development, technical support, strategic hardware and software procurement, the technology budget, and an expanded view of infrastructural facilities. The article concludes with recommendations to school leaders who are interested in taking their IT practices to another level of excellence.