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The purpose of this paper is to synthesize existing evidence regarding health care team networks, including their formation and association with outcomes in various health care settings.

Network theory informed this review. A literature search was conducted in major databases for studies that used social network analysis methods to study health care teams in the USA between 2000 and 2014. Retrieved studies were reviewed against inclusion and exclusion criteria.

Overall, 25 studies were included in this review. Results demonstrated that health care team members form professional (e.g. consultation) and personal (e.g. friendship) networks. Network formation can be influenced by team member characteristics (i.e. demographics and professional affiliations) as well as by contextual factors (i.e. providers sharing patient populations and physical proximity to colleagues). These networks can affect team member practice such as adoption of a new medication. Network structures can also impact patient and organizational outcomes, including occurrence of adverse events and deficiencies in health care delivery.

Administrators and policy makers can use knowledge of health care networks to leverage relational structures in teams and tailor interventions that facilitate information exchange, promote collaboration, increase diffusion of evidence-based practices, and potentially improve individual and team performance as well as patient care and outcomes.

Most health services research studies have investigated health care team composition and functioning using traditional social science methodologies, which fail to capture relational structures within teams. Thus, this review is original in terms of focusing on dynamic relationships among team members.

This study empirically examined the antecedents of verbal and physical assaults on managers perpetrated by subordinate employees. A model was presented and hypotheses developed that were tested with data obtained through the content analysis of published arbitration decisions. The findings indicated that such assaults were more likely to be verbal than physical, preceded by aversive treatment, and targeted at managers directly involved in the negative outcomes. Additionally, the severity of the incident varied across the different types of triggering events. Individuals who had been aggressive in the past but had not been disciplined were more likely to subsequently engage in physical than verbal assaults. The implications of these findings for future research and organizational practices were also discussed.

One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at what point of the crisis should the CEO step up and how does that impact crisis communication? The purpose of this paper is to examine this question.

The meta‐analysis method is used to combine different data in various studies of one topic into one comprehensive study. More than 30 crises are meta‐analyzed.

The CEO needs to step up to revise earlier statements or when the integrity of the organization is questioned. Additionally, the CEO should step up at the beginning of the crisis if the crisis pertains to organizational transgression or when the crisis becomes unbearable to organizational reputation. As counter‐intuitive as it may, CEOs should refrain from stepping up at the height of the crisis.

It is an exploratory study. Some cases have lesser information to analyze than others.

Instructive for both corporate communications practitioners and CEOs as they have a framework to guide them on when the CEOs should step up, and when the presence of corporate communications would suffice.

Little has been studied to clarify the exact nature, role, and impact of the CEO as organization spokesperson in crises. This paper provides the initial template.

This intervention study outlines the continuing journey of a university towards its sustainability potentiality. We introduce the importance of sustainable development and link it to our intervention study of potentiality for sustainability from a Heideggerian phenomenological perspective. Through a case study of sustainability at New Mexico State University, we provide an insight into the development of a new dimension of university sustainability interface. This interface exists in terms of a dialogic of sustainability, as it relates to the balancing of competing needs, such as efficiency, heart, and brand identity. An important aspect of this interface is intervention, highlighting new possibilities for the top administrators regarding the university's goals and environmentalities. A qualitative and interpretive approach using ontological storytelling inquiry is employed. Data for the study were collected through in-depth interviews with university members from all hierarchical levels. This article raises interesting ontological issues for sustainability researchers, and has implications for strategy as practice.

Library Workstation and PC Report, founded in 1984 as M300 and PC Report, was the brainchild of Allan Pratt, then at the University of Arizona. Pratt, the founding editor of Small Computers in Libraries, had a hunch that OCLC's introduction of the M300 workstation was going to call for much hand‐holding and specialist advice and information for librarians. He was right. M300 and PC Report had a subscribership well before the first issue was mailed to readers. And it remains a growing publication to this day.

Researchers who work in partnership with older adults in participatory studies often experience various advantages, but also complex ethical questions or even encounter obstacles during the research process. This paper aims to provide insights into the value of an intersectional lens in participatory research to understand how power plays out within a mixed research team of academic and community co-researchers.

Four academic researchers reflected in a case-study approach in a dialogical way on two critical case examples with the most learning potential by written dialogical and via face-to-face meetings in duos or trios. This study used an intersectionality-informed analysis.

This study shows that the intersectional lens helped the authors to understand the interactions of key players in the study and their different social locations. Intersections of age, gender, ethnicity/class and professional status stood out as categories in conflict. In hindsight, forms of privilege and oppression became more apparent. The authors also understood that they reproduced traditional power dynamics within the group of co-researchers and between academic and community co-researchers that did not match their mission for horizontal relations. This study showed that academics, although they wanted to work toward social inclusion and equality, were bystanders and people who reproduced power relations at several crucial moments. This was disempowering for certain older individuals and social groups and marginalized their voices and interests.

Till now, not many scholars wrote in-depth about race- and age-related tensions in partnerships in participatory action research or related approaches, especially not about tensions in research with older people.

Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to determine the degree to which data-based ethical decision making, lateral relations and organizational commitment are interrelated in organizations.

Data were collected from business professionals employed at multiple locations of a financial services firm operating in the USA. Mediation analysis (based on structural equation modeling) was used to test the proposed relationships.

Results indicated that employees’ perceptions of data-based ethical decision making were positively related to perceived lateral relations, and that perceived lateral relations were positively related to organizational commitment.

Given that information was collected using only a self-report questionnaire, common method bias could be an issue. In addition, the study’s cross-sectional design limits conclusions about causality. Another limitation involves the study’s homogenous sample, which decreases the generalizability of the findings. Finally, variable responses could have been impacted by individual frames of reference and other perceptual differences.

Results suggest that information flow enhancements should support or be consistent with horizontal information flow enhancements, and that together these factors should increase employee commitment.

Given the dearth of existing research, this interdisciplinary investigation is important because it fills gaps in the management literature. This study is also important because the results could inform decisions regarding the use of data analysis in ethical decisions and lateral forms of organizational structuring to improve work attitudes.

This study examines the effects of scent arousal on consumers' time perception in retail service environments and further explores how the effect is moderated by consumer-perceived stress.

A laboratory experiment (Study 1) and a field experiment (Study 2) were conducted to examine the relationship between scent arousal and time perception and the mediating effect between scent arousal and consumers' store evaluations. Another laboratory experiment (Study 3) was conducted to explore how consumers' stress modifies the scent arousal effect.

Consumers in a low-arousal scent condition perceived a shorter duration of time than those in a high-arousal scent condition. This finding was verified in a field experiment, whereas scent arousal affects consumers' store evaluations through the mediating effects of time perception. However, the impact of scent arousal on time perception was attenuated in high-stress conditions.

Time duration perception is an important indicator in the retail service marketing process. Evidence shows that underestimating time duration in the shopping process represents positive responses. This study extends prior research by examining how scent arousal influences time perception and how consumers' stress moderates scent arousal’s effect.

This study aims to examine the relationships among leader–member exchange (LMX), employee voice, team–member exchange (TMX), employee job satisfaction and employee commitment to customer service (ECCS) across the USA and Chinese cultures within the hotel context.

An online survey was completed by hotel employees across the USA (n = 315) and China (n = 363). The data were analyzed using structural equation modeling.

The findings of this study imply that the relationships among constructs between two nations are very similar, with a few significant differences. Specifically, this study shows that there are significant differences between the USA and China regarding the effects of LMX on employee voice, TMX, job satisfaction and ECCS.

The research should be extended with more than two national cultures to increase the generalizability of the research findings. Primary implication is that leader in China, and the USA should seek to build LMX quality to reap organizational benefits.

This study can help global hospitality firms develop management strategies effectively.

The study’s findings provide researchers with a better understanding of the LMX framework across USA and Chinese cultures. It also verifies the underlying relational effects among LMX and its outcomes across different nations, thus offering global hospitality organizations best management practices across cultures. Further, this study seeks to fill gaps in previous LMX and employee voice studies by providing robust explanations of the cultural influences on LMX framework across nations.

The purpose of this paper is to examine whether an employee’s level of organizational commitment is influenced by his or her level of differentiation of self.

The authors conducted a survey questionnaire among fully employed workers in the USA. Data were analyzed using a structural equation model (n=547).

The results of this study showed a positive direct relationship between differentiation of self and affective and normative types of commitment. Differentiation of self also showed a direct negative relationship with continuance commitment.

The results of this study suggest that managers may be able to look to differentiation of self to facilitate commitment to the organization. Managers who screen applicants at the recruitment stage or train current employees in self-differentiation may be able to increase overall commitment levels among employees of the organization.

This research empirically extends family systems theory to workplace settings. It also expands the understanding of organizational commitment through the perspectives of psychological and relational functioning.