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Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

Organisations increasingly rely on professional interim managers (PIMs), i.e. independent contractors who perform managerial work. These managers, who are usually very experienced and skilled, could help organisations drastically improve their performance. However, research has found that they often fail to do so, indicating that PIMs face unique on-the-job challenges that challenge their capability to be effective managers. In the study reported in this paper, I explored PIMs’ on-the-job challenges and how they overcome them. To better understand the various on-the-job challenges, I developed the concept of the liability of outsiderness.

I applied an exploratory approach and conducted 32 interviews with 21 PIMs.

I uncovered three on-the-job challenges common and unique to PIMs – communicating the contract status and contract period, being quick off the mark and attaining power – and the ways they overcome these challenges.

This paper reports findings and theory that provide several valuable guidelines for practitioners involved with interim management.

Interim management has received little scholarly attention despite its increasing relevance. Empirical research, particularly on PIMs in executive positions, is lacking. This leaves us with little evidence to base our theories and guidelines for interim management. The study reported in this paper adds novel insights to an under-researched but important field of management. The study also introduces the liability of outsiderness concept, which holds much promise for future studies of interim management.

The purpose of the present study is to investigate the extent to which female and male university students from low-income countries express different entrepreneurial intentions. Specifically, the study empirically tests whether the anticipated financial returns to entrepreneurship versus salaried employment, or the perceived barriers to entrepreneurship exert a stronger influence on the relationship between gender and entrepreneurial intentions.

To test the relationship of anticipated rewards versus barriers to entrepreneurship on gender and entrepreneurial intention, the study uses new data from a field survey in Sierra Leone and employs multiple mediation analyses.

The authors find that the relationship between gender and entrepreneurial intentions operates through the mediator of perceptions of the financial returns to entrepreneurship but not perceived barriers to entrepreneurship.

The authors study intent, not behavior, acknowledging that cognitive intent is a powerful predictor of later behavior. Implications for future research on entrepreneurship in the African context are discussed.

The results from this study can be applied to both pedagogic and business settings in the field of entrepreneurship, with concrete implications for policymakers.

Results suggest that the gender gap in entrepreneurial intentions (EI) for science, technology, engineering and mathematics (STEM)- and business-educated students in Sierra Leone is predominantly influenced by anticipated financial returns to occupational choices, as opposed to perceived barriers to entrepreneurship, a more frequently studied antecedent to EI.