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The purpose of this study is to develop a model for investigating the sharing of harmful messages by employees using social media using the conspiracy theory from a socio-legal perspective. This study also examines the moderating role of different demographic parameters such as age, gender and education toward sharing harmful messages using social media.

Using the conspiracy theory and social impact theory as the foundation of this study, the authors developed theoretical model and validated it using the structural equation modeling technique with 342 participants from various organizations across Europe and Asia. The study also used different statistical measures to understand the demographic impacts toward sharing harmful messages.

It was found that epistemic, existential and social motives significantly and positively influence employees’ inappropriate message-sharing and seeking behavior, which in turn influences them to share harmful messages on social media. The study also indicates that there are some moderating impacts of employee demography toward sharing harmful messages using social media platforms.

This study investigates the antecedents of sharing harmful messages using social media by employees. The present study could be useful for the organizations leaders as well as policymakers and legal fraternity. The study uses a limited number of feedback to validate the model. Also, this is a cross-sectional study which is another limitation of this study.

This study has proposed and validated a theoretical model by using the conspiracy theory as well as the social impact theory which is unique. Moreover, this study adds value to the existing literature on the harmful impacts of social media and its societal impacts. Besides, the validated model of this study has a high explanatory power which is another uniqueness of this study.

The outbreak of the COVID-19 pandemic caught the world by surprise. Suddenly, people, as well as organizations, needed to adapt to a new reality of work from home, work–life balance, e-leadership, extreme hygiene, and social distancing. Companies had to find new ways to operate, and areas such as Corporate Social Responsibility (CSR) had to react to face the stakeholders' needs. In addition, developing countries had been in a fragile position, as this crisis has deteriorated already weak economic, political, and social conditions. In Mexico, CSR has traditionally assisted on urgent matters such as poverty, hunger, education, work, and other issues that have also been considered in the UN Sustainable Development Goals (SDGs). The aim of this chapter is to describe and analyze CSR response to the COVID-19 crisis of large foreign multinational corporations (MNCs) in Mexico, especially in relation to the SDG agenda. First, we provide a general background of the initial condition, that is, Mexico's situation when the pandemic arose, as well as common attributes of prepandemic CSR in Mexico. Then, we examine the government's response to the crisis. Afterward, we observe and analyze large foreign MNCs' CSR disclosed activities to face the emergency. Main findings imply that companies switched their usual CSR attention from socioeconomical, institutional, and sustainability goals to primary needs. Lastly, we make recommendations on the future of CSR and the SDG in the so-called “new normal.”

As the International Organization for Standardization (ISO) has stated in their original definition of quality (ISO 8402:1994), quality is “the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs.” The authors consequently believe that not only learning from challenges – the relevant entity – should be intended as a task aimed to satisfy the needs of both challenged learners and challenged businesses, but also that not all the entity's needs are stated from the beginning of the process.

These were the methodological assumptions of a workshop on destination management held from October 2020 to February 2021 in the frame of tourism studies at the University of Bergamo. Though the workshop was entirely run through digital channels in a time of pandemic, it successfully provided five destination management organizations (DMOs) and an association among hosts in the Bergamo Alps with a variety of digital communication products.

The workshop was special in terms of satisfaction expressed by participants as well as the involved DMOs. The participants' deliveries became active components of the destinations' policies. A professional video came as a welcome addition.

Implied needs which the workshop came across – namely, doubts on the reliability of tourism data, cooperation among local actors, prerequisites in building a new website, the role of food and recipes in promoting a destination identity, best practices in guiding guests through planned itineraries, and the role of a city administration in controlling overtourism – were identified while researching and producing.

The purpose of this paper is to explore the perceptions of operating room staff towards the use of the World Health Organization Surgical Safety Checklist in a tertiary hospital in Jordan.

This was a qualitative descriptive study. Semi-structured interviews were conducted with a purposeful sample of 21 healthcare staff employed in the operating room (nurses, residents, surgeons and anaesthesiologists). The interviews were conducted in the period from October to December 2021. Thematic analysis was used to analyse the data.

Three main themes emerged from data analysis namely compliance with the surgical safety checklist, the impact of surgical safety checklist, and barriers and facilitators to the use of the surgical safety checklist. The use of the checklist was seen as enabling staff to communicate effectively and thus to accomplish patient safety and positive outcomes. The perceived barriers to compliance included excessive workload, congestion and lack of training and awareness. Enhanced training and education were thought to improve the utilization of the surgical safety checklist, and help enhance awareness about its importance.

While steps to utilize the surgical safety checklist by the operation room personnel may seem simple, the quality of its administration is not necessarily robust. There are several challenges for consistent, complete and effective administration of the surgical safety checklist by the surgical team members. Healthcare managers must employ interventions to eliminate barriers to and offer facilitators of adherence to the application of the surgical safety checklist, therefore promoting quality healthcare and patient safety.