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Work has historically been an important basis of identity, but the sharp decline in the availability of stable attachments to jobs, organizations, or occupations jeopardizes paid work’s capacity to sustain identity. If available work opportunities are increasingly precarious and short-term, can the same be said for identities? Analysis of the efforts of members of an unusual occupational group – stage actors – to support an identity based on unstable work provides insights into the variability and indeterminacy of responses to structural employment uncertainty. Despite manifold identity threats, actors struggle to maintain identity as actors both in others’ eyes and in their own.

We discuss the connections between epidemiology models and the search and matching (SAM) approach and draw conclusions about modeling the trade-offs between lockdowns and disease spread. We review the pre-COVID epidemics literature, which was mainly by epidemiologists, and the post-COVID surge in economics papers that use meeting technologies to model the trade-offs. We argue that modeling the decentralized equilibrium with economic trade-offs gives rise to substantially different results from the earlier epidemics literature, but policy action is still welfare-improving because of several externalities.

This chapter critically examines whether it may be possible to create an AI-based authentic leader, questioning the inherent contradiction between artificial and authentic. The authors pose central research questions: Does the application of AI – even just as a powerful resource – challenge the tenets of authentic leadership? What are the possibilities and limitations of the concept of authenticity in AI-based management systems? Moreover, with the help of three vignettes illustrating practical applications of AI-based systems in leadership and management tasks, the authors illustrate how technology may be used to either control or empower workers and leaders. The authors call for research to assess whether the search for authenticity in AI-based leadership could lead anywhere, warning that it could entrap us in unresolvable existential and conceptual ambiguity, ultimately diverting our focus from the essence of leadership altogether.

This chapter presents a seven-part case developed for use in a graduate-level tax planning class. The case is organized in a taxpayer/business “life-cycle” approach. Over the semester the case follows a married couple as they consider a number of investments, start a business, and expand the business. As the case progresses, the couple faces increasingly complex tax and business issues. The couple eventually winds down their involvement in the business and begins to plan for their retirement years. This chapter also provides a review of behavioral tax research published in the top accounting journals over the period 2004–2013. The chapter concludes with a discussion of how the case could be adapted by behavioral tax researchers in their research programs and perhaps by accounting firms in their training programs.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of people; this is the focus of human resource development (HRD). It serves the needs of an organization by ensuring that employees’ expertise is state-of-the-art, something that is critical in a period of rapid technological development coinciding with ever-expanding societal needs. HRD can be relied upon to support and shape a wide range of academic library initiatives requiring a competent and engaged workforce by recognizing people as the organization’s most critical asset, one that drives competitive advantage and helps it out-perform the market. Emphasis is placed on developing an organizational context that will attract and develop talented individuals and leaders and keep them engaged. Furthermore, HRD activities must respond to job changes and integrate staff skills sets with the long-term plans and strategies of the organization thus ensuring the efficient and effective use of resources. This chapter explores HRD as a strategic concern of the organization and how it can best serve the organization in the long term. In so doing, it considers how HRD can help the academic library focus resources in those areas where there are strong likelihoods that they can produce substantial improvements in future capacity and performance. This kind of strategic planning helps the organization configure resources within a dynamic competitive environment, thus serving market needs and satisfying stakeholder expectations, helping meet its business purpose and maintain its strategic direction. The case study developed here highlights the need for the effective linkage of HRD and strategic planning for the advancement of the academic library. It suggests the need for developing and implementing both a strategic plan and an HRD plan and developing a culture of strategic human resource development (SHRD) in academic libraries.

This chapter aims at contributing to the literature on education for business families shedding light on some current knowledge gaps, new research directions, and future contributions. We have focused on highlighting the elements that make family business education a promising field for developing lifelong, multigenerational pedagogical strategies, becoming a field of experimentation that could be beneficial for the innovation in multidisciplinary university education. We have also explored the characteristics of various teaching methods that are new for family business education at universities, and how they relate with the different types of learning categorized by Le Breton-Miller and Miller (2015). Since education to business families is an area that is on its nascent stage, a high research potential is placed ahead.

This chapter describes methodological issues that are relevant for research on recovery. We aim to provide an overview of methodological approaches that have been or can be used in recovery research, and to provide methodological guidelines that researchers may use in assessing the process of recovery. We argue that studies on recovery must be explicit about recovery settings, recovery processes (i.e., activities and experiences) and recovery outcomes. We describe typical operationalizations of these three perspectives and focus in more detail on potential measures of recovery outcomes. We give an overview of research designs including experiments and quasi-experiments, diary studies, and longitudinal field studies. We conclude by pointing to remaining challenges for researchers in the area of recovery.