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The reduction in public services since 2008 has undoubtedly affected some groups, such as disabled people, more than others. Many of these cuts, ostensibly imposed in response to recession, bear similarities to measures previously tried and tested on disabled asylum seekers. I argue that the perception of national crisis was used by government as a smokescreen to expand the population affected by such policies, thereby asserting a predetermined neoliberal agenda of public expenditure cuts.

The inequality of this situation is compounded by the entitlements granted to people deemed exceptionally worthy. The Vulnerable Persons Relocation Scheme for Syrian nationals includes disability among the eligibility criteria, offering considerably greater entitlements than available to asylum seekers. If the response to certain people is markedly different to that offered to others, then negative consequences can be anticipated, as from any other example of inequality. Furthermore, this scheme promotes a significant shift in migrant entitlement. The UK government has no legal obligation towards this group; therefore, those people who are selected are recipients of gifts rather than people claiming their rights. I explore the nature and implications of such differences in entitlement, arguing that inequality in all its manifestations must be challenged to reduce deprivation and to avoid negative consequences for the wider population.

A model to evaluate the maturity of the integration of three management systems in food industries, under the aspects of environment, quality and food safety is proposed.

The model is composed of maturity levels, allowing the understanding of the integration of the systems mentioned and their stage of evolution. The work was based on a bibliographic review of the topics: ISO standards, Integrated Management Systems (IMS) and already existing methods for maturity assessment. The referred model is composed of elements related to (1) audit dynamics, (2) changes in behavior, (3) the organizational structure, (4) the participation of senior management and (5) the interface with the cycle of continuous improvement.

The model is easily applicable and composed of five maturity levels, allowing the understanding of the stage of system evolution: (1) absence of maturity, (2) introductory level, (3) intermediate level, (4) toward excellence and (5) excellence.

The results of the model may help managers in the development of actions for the improvement of their integrated management (drivers for IMS) aiming at process control, the focus on the client and the integration of people and processes. Based on the drivers, the managers will be able to make plans characterized by orientations, techniques and tools applied in the several organizational processes. Using the proposed model, managers can enhance the desired results with efficiency and effectiveness.

The existing literature presents limited results on the integration of certified systems for the analysis of the maturity stages in manufacturing industries. Therefore, this study extends results from other studies on IMS, associating them to an organizational maturity analysis in food industries, resulting in a proposal of maturity model. This study also proposes the integration of ISO 14001, ISO 9001 and ISO 22000 to indicate the maturity stage of manufacturing industries in the food sector, supporting the strategic management process of organizations of any size. The model adopts several aspects of management and control to provide a holistic view on the integrated management of organizations. Finally, the proposed model considers several aspects of management and control for the food industries in the developing countries, providing a holistic view of integrated management.

In this introductory chapter, we establish the basis for the theme of this volume, “Emotions and Disruption.” We discuss how the initial idea for the theme arose during the height of COVID-19. At this time, and as widely reported in the press (e.g., see Grensing-Pophal, 2020), a myriad of workplace disruptions occurred impacting employees' moods and emotions and their subsequent well-being and performance. We open by discussing some key work on emotions research during change and disturbance, followed by a synopsis of each of the chapters in this volume, including discussion of their key contributions. This includes an overview of how some of these chapters were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (EMONET XII), an event that took place for the first time online in response to the turbulence and travel disruptions created by the pandemic.

In this chapter we give an outline of the organization of this book and discuss its four major parts. We then relate each chapter to the relevant part and consider its key contributions in terms of what we have learnt about emotions when applying the lens of disruption.

We conclude that the chapters provide a range of insights and practical solutions for dealing with emotions during different types of disruption that should be helpful to practitioners and academics.

The chapters investigate underresearched topics and thus make new and important contributions. While many topics addressed in the chapters are still in their initial stages, they clearly have the potential to make a significant impact on people's work lives.

The purpose of this paper is to explore a new mentoring and advocacy-networking paradigm sponsored by the National Science Foundation (15-7680) Office for Broadening Participation in Engineering in the USA. The Increasing Minority Presence within Academia through Continuous Training (IMPACT) program pairs underrepresented minority (URM) faculty with emeriti faculty in engineering for career mentorship.

Researchers utilized a phenomenological qualitative research design to explore the influence of the three domains of the mentoring and advocacy-networking paradigm (career development, sponsorship, and coaching) through participant interviews of URM and emeriti faculty. Interviews, grounded by Social Cognitive Career Theory (SCCT), offered an in-depth understanding of the nature, meaning, and ways in which the IMPACT participants perceived the value of the mentoring experience.

Phenomenological findings suggest mentees viewed IMPACT participation as a means for career progression, and mentors saw it as an opportunity to “give back” to the engineering field. Neither believed cultural or generational gaps would hamper their mentoring relationships, as their shared academic interests would facilitate a bridge for any gaps.

This paper identifies new questions related to the expectations and interests of both mentors and mentees who are engaged in a mentoring relationship. A longitudinal approach would offer deeper insight into mentoring as the relationship persists over time.

Evidence at this stage indicates that the IMPACT program has the potential to contribute to the career progression of URM faculty through the inclusion of an often overlooked resource of emeriti faculty.

This article aims to add to the growing number of critical empirical studies and to reflect on the process of conducting this type of research, thereby addressing the lack of exemplars for those engaged with critical empirical information systems research.

Applies the critical lens to a multi‐year examination of variation in the career narratives of women in the American IT labor force. While an interpretive epistemology was initially chosen for this research project, over time, analysis of interview data took on an increasingly critical orientation. This, in turn, influenced subsequent fieldwork to become critical in nature.

One theoretical contribution is highlighting the role of power dynamics in understanding what sits beneath the surface of observations about these women's experiences in the IT workforce. The second theoretical contribution is helping to shift the focus away from predominantly essentialist theories that dichotomize men and women and toward a recognition of the diversity among women in the IT field.

Future research should include additional critical empirical studies of women in the IT field in other countries.

This research project can serve as a useful example for other critical IS researchers about to embark on empirical fieldwork.

This paper provides a concrete illustration of the way in which empirical research is altered as the epistemological lens shifts from interpretivist to critical.

The purpose of this paper is to investigate and uncover key determinants that could explain partners' commitment to risk management in public‐private partnership projects so that partners' risk management commitment is taken into the consideration of optimal risk allocation strategies.

Based on an extensive literature review and an examination of the purchasing power parity (PPP) market, an industry‐wide questionnaire survey was conducted to collect the data for a confirmatory factor analysis. Necessary statistical tests are conducted to ensure the validity of the analysis results.

The factor analysis results show that the procedure of confirmatory factor analysis is statistically appropriate and satisfactory. As a result, partners' organizational commitment to risk management in public‐private partnerships can now be determined by a set of components, namely general attitude to a risk, perceived one's own ability to manage a risk, and the perceived reward for bearing a risk.

It is recommended, based on the empirical results shown in this paper, that, in addition to partners' risk management capability, decision‐makers, both from public and private sectors, should also seriously consider partners' risk management commitment. Both factors influence the formation of optimal risk allocation strategies, either by their individual or interacting effects. Future research may therefore explore how to form optimal risk allocation strategies by integrating organizational capability and commitment, the determinants and measurement of which have been established in this study.

This paper makes an original contribution to the general body of knowledge on risk allocation in large‐scale infrastructure projects in Australia adopting the procurement method of public‐private partnership. In particular, this paper has innovatively established a measurement model of organisational commitment to risk management, which is crucial to determining optimal risk allocation strategies and in turn achieving project success. The score coefficients of all obtained components can be used to construct components by linear combination so that commitment to risk management can be measured. Previous research has barely focused on this topic.