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Bystander apathy has been a source of debate for decades. In the past half-century, psychologists developed theoretical frameworks to understand bystander activity, commonly referred to as bystander intervention models (BIMs). More recently, BIMs have been modified to facilitate initiatives to prevent various forms of online victimization. This chapter begins with a review of BIMs and recent applications of bystander intervention research to online environments. We also present several future directions for research along with applications for reducing technology-facilitated violence, including programming recommendations and theoretical development.

Purpose – The purpose of this study is to analyze the impact of motivation and organization citizenship behavior on performance of employees at PT. Bank Aceh Syariah Lhokseumawe. The research was conducted at Bank Aceh Syariah located at Lhokseumawe. The population in this research were all members of the employees at Bank Aceh Syariah Lhokseumawe (146 employees), the samplesof this research were 74 employees at Bank Aceh Syariah Lhokseumawe.

Design/Methodology/Approach – The tool of analysis was path analysis using SPSS, while the method of data analysis was path analysis.

Finding – The results of this study indicate that the work motivation had positive and significant impact on organization citizenship behavior and performance of employees on PT. Bank Aceh Syariah Lhokseumawe. Otherwise organization citizenship behavior had positive and significant effect on employees performance at PT. Bank Aceh Syariah Lhokseumawe. From this research, the effect motivation of this research can be applied and that organization citizenship behavior had partial mediation to influence work motivation on employees performance at PT. Bank Aceh Syariah.

Research Limitations/Implication – The quality and good performance of human resources owned by Bank Aceh in terms of experience, knowledge, and skills that they can compete with other commercial bank employees, especially in Aceh province.

The chapter summarizes key literature, including emerging ideas, that is pertinent to the question of how organizations and their leadership deal with and are resilient through crises – highlighting what works in surviving unexpected crises. The chapter presents an illustration of organizational response; it concludes with an analysis of what is missing from the literature and recommends a path forward to expanding actionable knowledge in this area. Multiple, interdependent factors that foster resilience are identified including (1) being sensitive to possible threats – even seemingly small failures, (2) not relying on simple interpretations of events but rather seeking diversity to create a complete view of the environment, (3) leadership that embraces communication, transparency, and continuous learning, (4) valuing expertise and allowing expert staff to make decisions during a crisis, and (5) a cultural commitment to a resiliency mindset that accepts failures as opportunities to learn and improve. Emerging concepts that may foster resilience but require more research include managing paradox, emotional ambivalence and diversity. Additional areas for fruitful research include: the impact of short-term versus long-term, or successive, crises; external versus internal shocks and the framing of the source of shocks; how crisis affect the pace of innovation and change; the role of diversity in organizational responses to crises; and a set of methodological opportunities to leverage natural experiments or simulations in ways that allow for longitudinal data illuminating the full cycle of crises across organizations from anticipation, to response, to longer-term adaptation to the new normal.