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The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.

In sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.

Contrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness.

Given the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes.

The roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.

The purpose this paper is to expand upon existing knowledge of this important topic by providing an expanded inventory of the causes and consequences of having enemies at work.

Qualitative data were collected from 412 respondents using an internet‐based questionnaire with respondents spanning a wide range of occupations, industries and nationalities. Using a structured methodology for handling a large data sample of qualitative responses, emergent thematic categories are identified and explained by means of verbatim text.

It was found that several aspects of the work environment directly exacerbated or created negative relationships which, in turn, negatively impacted respondents' experiences of work. Findings illustrate some strongly held employee expectations of behaviour and felt‐obligations defining both formal and informal organisational roles.

The findings discussed here emanate only from data emphasising negative relationships at work. A study into other relational factors may provide interesting and important points of comparison as well as serving to overcome the inevitable bias towards the negative within this inquiry.

The conclusions present a number of important challenges to employers and managers for anticipating and dealing with negative co‐worker relationships. Employees seek an equitable and reciprocal relationship with their organisations. An important lesson for management is that workers expect and depend upon their managers to provide support and assistance in overcoming negative workplace relationships.

The data, discussions and conclusions are derived from specific questions which have not previously been expressed in the literatures.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Employee response to any transition to open-plan offices can be hostile. Firms can guard against such negative reactions by involving all members in the change process and developing and sustaining an organizational culture that place strong value on communication, collegiality and inclusiveness.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

to evaluate the experiences of knowledge workers who work in shared workspaces and those who moved from single-cell offices to shared workspaces.

Knowledge workers were surveyed before and after 34% moved from single-cell offices to shared workspaces. The authors exploit this panel design in the analysis.

Shared offices were rated as providing more distraction, less privacy and worsened indoor environment quality (IEQ) (p < 0.05). Perceptions of collaboration and networking also declined in shared workspaces. Distraction and a lack of privacy were negatively associated with self-reported productivity (p < 0.10). Neither IEQ nor collaboration nor networking was significantly associated with productivity. The perceptions of those who moved to shared workspaces and those who had worked in shared workspaces all along were statistically indistinguishable.

The quasi-experimental control provides evidence that it is the office type, not the experience of moving, that accounts for the evaluative changes. There are limitations inherent in using a self-rating performance measure.

Organisations should be aware that the positive outcomes ascribed to shared spaces may not be apparent and that demands may outweigh benefits.

Knowledge workers are particularly impacted by distraction and interruptions to concentrated work. The quasi-experimental design controlled for the Hawthorne effect, demonstrating that it is the office type, not the move, that accounts for differences in perceptions.

This paper aims to report an empirically grounded theoretical framework within which to understand the role of entrepreneurial identity development in the discovery, development and exploitation of opportunity, and to elaborate on how these identity transitions both mobilise and constrain female entrepreneurs.

A qualitative case study-based research design was used in this study. Primary and secondary data were collected from eight female participants (all of whom can be categorised as “mumpreneurs”) and analysed to inform the theoretical framework that is the foundation of the paper.

The authors describe how identity conflict, role congruence and reciprocal identity creation play a critical role in venture creation as a form of entrepreneurship. Drawing on the constructs of identification, self-verification and identity enactment, the authors build a theoretical framework for understanding entrepreneurial identity transitions in relation to opportunity-seeking behaviours.

The work is theoretical in character and based on a sample that, whilst rich in the provision of theoretical insight, is small in scope. Additionally, the sample is located in one geographical context (New Zealand) which likely has implications for the way in which the key constructs are perceived and enacted.

This paper is an attempt to integrate conceptualisations of entrepreneurial identity development with opportunity-related processes in the context of venture creation. A holistic focus on identity transitions and their relevance to perception and action in relation to opportunity (the root of entrepreneurial behaviour) is novel; at this point, it is exploratory in intention and tentative in reach.

There is evidence that music programmes can have a positive impact on people in contact with the criminal justice system. However, little attention has been paid to the potential role of music programmes as people leave prison and re-enter the community. Providing support for former prisoners “through-the-gate” is important to aid resettlement and reduce the risk of reoffending. This paper aims to present research on a programme called Sounding Out: a two-year, London-based programme providing ex-prisoners with longer-term rehabilitative opportunities upon their release to bridge the gap between life inside and outside of prison.

The study aimed to understand the impact of the Sounding Out programme on ex-prisoners from the perspective of participants, staff and family members. Semi-structured interviews took place with 17 people: ten participants across two Sounding Out projects; six members of staff – three from the Irene Taylor Trust, two musicians and one former prison worker; and one family member of a participant.

The research provides an understanding of the impact of involvement in a carefully designed programme of music creation, skills development and work placements. Thematic analysis of the data resulted in three key themes: personal impact, focus and direction and interpersonal relationships. The findings are consistent with the body of research that demonstrates the impact of music programmes on prisoners.

The current study adds to the relatively limited body of evidence on the role of music programmes in the reintegration of former prisoners into the community.

The ethical principles that potential tourism/hospitality employees bring to this industry have, only in the last decade or so, begun to receive research scrutiny. Fundamental ethical beliefs, it is suggested, are likely to have wideranging implications in regard to issues such as management style and workstress problem‐solving, particularly in the face of perceived indifference or injustice among prospective employers and supervisors. Ethical beliefs accompanying prospective employees are likely to be attended by expectations regarding the validity and efficacy of particular workstress problem‐solving strategies perceived to be displayed by tourism industry management. This study has examined four basic ethical principles that are at the core of optimal employee functioning: efficiency, reliability, Initiative and hardwork; the paper has also examined a range of perceived tourism industry management workstress response strategies among a sample of potential tourism industry employees, particularly as those perceptions may be mediated by basic workplace ethical beliefs. Major perceived workstress problem‐solving responses by tourism industry management were found to involve the enhancement of workplace trust, workplace communication, and global management change within the workplace. More highly rated ethical ideals involved showing initiative and responsibility, whereas lower rated ideals were efficiency and hardwork. It was also revealed that ideal ethical ratings for initiative, responsibility and efficiency were higher than perceived ethical expectations among tourism industry management; potential tourism industry employees rated hardwork lower than they believed tourism industry management would so do. The response of trust emerged as the most valued of the workstress alleviation responses, and was found to be associated with most of the ethical principles. The global management change response was also found to be associated with similar ethical principles, though to a lesser degree; the communication workstress response was also found to be a prominent management workstress response expectation, though was not revealed to be predictive of the four workplace ethical principles. Implications of these findings for human resource management operations within the tourism/hospitality industry, and for further research directions, are presented.

With the number of doctoral degrees awarded increasing and full-time and tenure-track jobs decreasing, doctoral graduates are entering a fierce job market. Lack of knowledge and support about navigating the job market can impact graduates' mental health and chances of securing long-term employment, but many graduates claim their programs provide little professional development in this area. The purpose of this study is to understand doctoral students' job preparation after participating in a departmental seminar.

The current explanatory sequential mixed methods, single case study investigated students' perceptions following a year-long seminar in job market navigation.

Students attending the seminar did not differ from those who did not attend on feelings of preparedness, number of application documents completed, or curriculum vita quality scores.

Researchers may have limited ability to implement graduate student interventions given the power structures of faculty life and the lack of graduate student time.

The results suggest informal seminars may not be enough to support doctoral students' job market skills.

This has implications for department chairs and deans to create faculty development opportunities to pivot to a student-centered culture rather than relying on faculty or external support to help graduate students prepare for the job market.

This case study provides insight as to how graduate students' job market anxieties are at odds with the current demands and structure of educational doctoral programs.

Based on a review of over 450 articles on multinational enterprises published in leading management journals from 1990‐2000, we identified eighteen issues that had engaged the attention of academic scholarship and evaluated their topical relevance. Ironically, very few of them addressed two of the most pressing issues facing business and society at the turn of the last millennium: terrorism and socio‐economic inequality. These glaring omissions suggest a gap between academic scholarship that focuses on “what is,” and research that speculates as to “what could be.” Suggestions are offered on how to close this important gap in the fi eld of international business.

This paper aims to present recently published resources on information literacy and library instruction through an extensive annotated bibliography of publications covering all library types.

This paper annotates English-language periodical articles, monographs, dissertations and other materials on library instruction and information literacy published in 2017 in over 200 journals, magazines, books and other sources.

The paper provides a brief description for all 590 sources.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.