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Although different facets of managerial third‐party intervention in organizations have been explored, we know little about how managers should intervene in different disputes for resolving them successfully. In this study, a prescriptive model of intervention strategy selection proposed by Elangovan (1995) is tested. Data on successful and unsuccessful interventions were collected from senior managers in different organizations. The results show that following the prescriptions of the model leads to a significant increase in the likelihood that an intervention would be successful as well as in the degree of success of the intervention, thereby supporting a contingency view of dispute intervention.

Creating our built environment is largely the responsibility of the dynamic and complex construction industry. This business is made up of a wide range of people who work together to construct buildings and infrastructure projects, from contractors and labourers to architects and engineers. Aside from its observable results, the construction sector has a particular culture and atmosphere that are formed by a special fusion of history, creativity and teamwork. The culture and environment in which the construction industry functions are the main topics of this section of the book.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

Negotiation is a ubiquitous part of work-life. As such, negotiations do not occur in a vacuum, which means that we often find ourselves negotiating again and again, in a variety of situations, with varying degrees of success and failure. By taking every opportunity that presents itself, we can learn and develop our negotiation skills further as a result of our cumulative negotiation experiences – especially the more difficult ones. To date, the literature on negotiation and learning from failures has yet to be integrated. In pursuit of this goal, this chapter will firstly, identify the characteristics or specific aspects of a negotiation that could be a setback or failure, and secondly, integrate failures and setbacks into a systematic approach in which we can learn effectively from these setbacks, in which the author applies the literature on learning from failure to specific negotiation setbacks.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

As a result of sustained gender imbalance in the construction industry, research continues in the fields of attraction and retention of female employees. In Melbourne, Australia, an investigative survey was carried out to evaluate the relationship between motivation at work and gender. The survey also aimed to ascertain if professional men and women in the construction industry were motivated and demotivated by the same variables. The research concluded that there was no statistically significant difference in total motivation and demotivation levels between male and female employees. There were, however, significant differences with regard to the perceived attractiveness and unattractiveness of certain work place and job characteristics. Some characteristics were not gender discriminatory in their unattractiveness. Evidence presented in this paper can lead to a useful re‐appraisal of how the construction industry can create a more attractive workplace environment that entices more employees of either gender to remain in the industry.

In this chapter, we present a model for the process of value creation in power-differentiated groups and identify affect as a key moderator. We divide the value creation process into two key steps: information sharing and information processing. Further, we propose that high- and low-power group members each play a critical, albeit different, role in these processes. High-power group members are instrumental in establishing an environment that encourages all group members to share their unique information. Once that information is available, low-power group members use it to formulate solutions that create value. Further, we propose that the affective experience of each of these determines the extent to which they fulfill their role. If high-power group members are happy, they are more likely to create an open and sharing environment. If angry, they will likely squelch broad participation in information sharing. While low-power group members are naturally prone to effortful cognition, we propose that the more suspicious they are regarding the motives of those around them, the more carefully they will process available information.

Describes an in‐depth study of the attitudes to food, food consumption patterns and health of young vegetarian women (aged 15‐30). Studies women as the ratio of female to male vegetarians is 2:1. Self‐completed questionnaires formed the basis of the study and provided information on length of time and degree of commitment to vegetarianism, affect on social relationships, and moral and health factors and food factors influencing the decision to become vegetarian. Food factors appeared to be less distinctive than moral and health factors. Concludes that more research is required, particularly into the strict vegan section of the population.

A survey, conducted in ten secondary schools in Nottingham and involving 492 respondents aged 11‐16, examined the relationship between adolescents′ attitudes towards food components such as fat, protein and fibre and their attitudes towards the role of specific food items containing those components in maintaining a healthy diet. The results showed that attitudes towards selected food components tended to be held more strongly than attitudes towards foods containing those components. Thus whilst nearly 80 per cent respondents favoured a reduction in fat intake, only 45.8 per cent favoured a decrease in butter consumption. Attitudes towards specific food components and specific food items are a function of a number of complex inter‐related variables which require further investigation.