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This paper challenges the dominantly pessimistic view of emotion held by many strategy scholars and elaborates on the various ways in which emotion can help organizations achieve renewal and growth. I discuss how appropriate emotion management can increase the ability of organizations to realize continuous or radical change to exploit the shifting conditions of their environments. This ability is rooted in developing emotion-based dynamic capabilities that facilitate organizational innovation and change. These emotion-based dynamic capabilities express or arouse distinct emotional states such as authenticity, sympathy, hope, fun, and attachment to achieve specific organizational goals important to strategic renewal, such as receptivity to change, the sharing of knowledge, collective action, creativity, and retention of key personnel.

Although extant post-acquisition literature has mainly focused on the integration of stand-alone firms, many acquisitions involve select units that were divested from former parents. Scholars have therefore recently called for moving beyond the dominant dyadic acquirer–target view of the acquisition process to a triadic view that considers the roles of, and interactions between, divestors, targets, and acquirers in the acquisition process. The authors set out to build an extended process view of such triadic relations based on a five-year longitudinal case study of one entrepreneurial company, acquiring two divested units from large multinational companies. The case sheds light on how divestors and acquirers together shape synergy realization efforts and identity-building by targets, causing dramatic shifts in perceptions of success throughout the acquisition process. The authors hope the case offers greater understanding, and triggers more research, into mingled integration and disintegration processes. The authors also highlight three impediments that can shape post-acquisition choices and discontinuous processes when acquiring divested units.

How does a company, which is undergoing radical change, integrate new businesses and bond its style and culture? After 21 years of rapid expansion and technological innovation, a leading software giant wanted to address the needs of leadership in the shape‐shifting terrain of global growth. Crucial to bonding together the highly prized family values and culture within a global operation; company managers needed leadership tools for the fresh challenges. Highlights the leadership initiative that has helped the company to manage rapid change and provide the skills and tools that would support culture change.

The purpose of this article attempts to portray the unique and complex role of library middle managers. This important and influential position can be a proving ground for new and old managers as libraries continue to evolve, adjust policies, introduce new services and meet the needs of their users. Circulation managers as influential middle managers are realistically depicted as busy, overwhelmed and isolated, but welcome the opportunity to provide leadership and enhance their professional development.

This viewpoint is solely based on the author's varied experiences and personal reflections as a circulation department head providing leadership alongside colleagues in a busy academic library.

Department heads as managers of circulation departments are pivotal positions in every library. Circulation heads performing as middle managers are responsible for a full range of administrative, managerial and organizational services. Circulation heads are well positioned as change agents simultaneously directing frontline staff members, policies and services while providing valuable insight to library administration. Yet, circulation managers experiencing constantly evolving responsibilities, are too often found to be caught in the middle negotiating inconsistencies. Successful circulation managers require an eclectic mix of essential skills initiating and deploying change, defining success, dealing with people, actively participating in professional development and providing leadership.

The study and research of library middle managers in public and academic libraries is practically nonexistent. As libraries increasingly create, adjust and reinvent library services, spaces and visions due to increasing digitization, in response to emerging online environments and new service models – middle managers and circulation librarians are excellent and proven pivots to negotiate and successfully implement this change.

As a crafted article written by a former head of a circulation department every staff member, student and librarian serving in access/borrowing/circulation departments should consult this article as required reading.

The voices of library middle managers are too often muted, not valued and rarely celebrated. This viewpoint article written in a conversational voice depicts circulation librarians as middle managers that bring value to all libraries and should be heard.

This paper depicts the opportunities and challenges faced by, as well as the skills and competencies required by librarians serving as circulation departments heads.

The purpose of this paper is to provide an explanation of the DiSC personality model along with a real‐world example of its effectiveness.

The DiSC personality model explores people's communication priorities and how those priorities influence behavior. Kudu Industries is one company that has successfully implemented DiSC throughout the company, and this paper serves as an example of the model's use within an organization.

Every individual within an organization has unique priorities and work styles, therefore they prefer to be addressed in unique ways. When a company dedicates the necessary resources to learning about the various work styles of its employees, productivity increases.

Companies that are not paying serious attention to employee communication behaviors should take a second look. This paper shows that organizations that take behavioral training seriously stand to benefit greatly.

Gregory Ashley is a Ph.D. student at the University of Nebraska at Omaha in the area of Industrial/Organizational (I/O) Psychology. Greg holds undergraduate degrees in Psychology and telecommunications, and Masters degrees in Business and Economics. His research has been published in both economic and psychology-related publications. Prior to entering academia, Greg accrued over 20 years of hands-on business experience working in a variety of management positions in the telecommunications industry.

This chapter provides information on the development of Vietnamese education under the influence of global forces based on the analysis of relevant education research and policies using Wolhuter’s frameworks. In the process of coming up with ways to develop education in the face of different influences of globalization, besides having reactions with patterns commonly found in countries around the world, Vietnam also has responses that reflect its own political, sociocultural and economic characteristics. The state still plays a controlling role in education at all levels and many culture-related features that have existed throughout the country’s history have hardly changed, namely aspects related to teachers, learners and teaching and learning methods. To sustain its education in the globalized era, Vietnam must make more efforts in various aspects such as the link between education and employment, the logic of education objectives, the feasibility and appropriateness of curricula, quality of education, especially of higher education and equality in education for underprivileged groups.

This research aims to explore the role of awareness of harm and responsibility for environmental protection in reducing pollution from single-use plastic bags (SPBs) in coastal communities (CCs). To this end, this study develops and tests a unique model that explains residents’ intention to reduce the use of SPBs in coastal regions.

A questionnaire was used to collect data from 721 coastal residents in Vietnam. Structural equation modeling and moderation analysis were applied to test the proposed hypotheses.

The results show that awareness of the impact of SPBs on the environment and human health and awareness of the responsibility to protect the coastal environment significantly affect attitudes and intentions to reduce the use of SPBs. Moreover, such awareness of responsibility strengthens the attitude-intention relationship.

The findings suggest that CCs should not receive a lower priority in campaigns and efforts to reduce SPBs. In this regard, providing residents with free environmentally friendly bags and education programs on the impact of SPBs could be implemented.

CCs are directly impacted by pollution from SPBs. However, little is known about how this affects their polluting behavior. This study shows that CCs are not immune to polluting behaviors and that SPBs can be significant among residents. It also demonstrates that awareness of harm and feeling responsible for the environment are essential drivers of (intended) sustainable behaviors.