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The purpose of this study is threefold: to better understand what predicts individuals pro‐change behavior (PCB) and anti‐change behavior (ACB) during organizational renewal with respect to organizational justice perceptions, given its significance for change intervention success; to identify and empirically test two new foci of organizational identification, namely manager and top management identification (TMID); and to investigate how these two new identification foci affect the relationship between various types of organizational justice and change‐oriented behavior.

Survey data from 137 market research employees on their perceptions of organizational distributive, procedural and interactional justice, manager and TMID and PCB and ACB were collected. Multiple hierarchical regression analysis was used for testing direct relationships between organizational justice and change‐oriented behavior and moderation effects of manager and TMID on these relationships.

The findings indicate that all types of justice predict PCB and that, in addition, interactional justice perceptions are negatively related to employees' ACB. Neither manager nor TMID had a moderating effect on the relationship between organizational justice and PCB, but both moderated the relationship between distributive justice perceptions and ACB. Moreover, identification with top management moderated the relationship between procedural justice perceptions and ACB.

The use of self‐reported measures on PCB and ACB may present a too optimistic reflection of people's actual behavior during organizational change based on social desirability considerations in organizational research.

The findings contribute to a better understanding of how organizations and change agents can foster PCB and what role a psychological bond of employees with managers and an organization's top management can play during change interventions. Specifically, organizational leaders should seek both some professional and personal credentials in order to tap into the positive self‐concept element of identification and also adopt a leadership style during change which is associated with charismatic leadership behaviors. Scholars in the areas of organizational behavior and I/O psychology benefit from this study as it sheds light on the antecedents of PCB and ACB and offers two new identification foci that interact with the variables at hand.

The creation of manager and TMID as new foci in organizational identification research and their use as a moderating force on the relationship between both PCB and ACB is unprecedented.

Drawing on the work of Niklas Luhmann, the paper argues that technology can be viewed as a self-referential system which is autonomous from both human beings and other function systems of society. The paper aims to develop a philosophy of technology from the work of Niklas Luhmann. To achieve this aim, it draws upon the systems-theory work of Jacques Ellul, a philosopher of technology who focuses on the autonomous potential of technological evolution.

The paper draws on the work of Niklas Luhmann and Jacques Ellul to explore the theme of autonomous technology and what this means for our thinking about technological issues in the twenty-first century. Insights from these two thinkers and researchers working in the Luhmannian sociological tradition are applied to remote work.

The sociological approach of Luhmann, coupled with Ellul's insights into the autonomous nature of technology, can help us develop a systems theory of technology which takes seriously its irreducibility to human functions.

The paper contributes to the growing sociological literature that thematizes the Luhmannian approach to technology, helping us better understand this phenomenon and think in new ways about what technological autonomy means.

The paper brings together the work of Luhmann, Ellul and contemporary researchers to advance a new understanding of technology and technological communication.

The purpose of this paper is to apply the path dependence theoretical framework to STI policies that support research and innovation strategies for smart specialisation (RIS3).

Review of the recent literature on the phases, sources of reinforcement and change mechanisms (layering, conversion, recombination, etc.) present in path-dependent processes, as well as the role played by mental frameworks, political agents and power relations; and its illustration and testing over 30 years of STI policy development in the Basque Country.

How to operationalise the analysis of continuity and change of STI policies supporting RIS3 policies characterised by path dependence processes. Likewise, learnings from the analysis of Basque case regarding the types of challenges that European regions will face as they design their RIS3, according to their degree of maturity in STI policies.

It is the first time that the recently developed tools for analysis of path-dependent processes are applied to the development of STI policies supporting RIS3 policies.

The purpose of this paper is to investigate the antecedents and outcomes of online consumer brand engagement (OCBE). In addition, a mediator effect of satisfaction and brand love in the relationship between OCBE and positive electronic word-of-mouth (e-WOM) is analyzed.

Data were collected using a panel sampling with 201 participants from the millennial generation provided by the software tool Qualtrics. The online questionnaire is composed of two screening questions, the items of the constructs and a section with the socio-demographic variables.

Involvement and online brand experience (OBE) are important drivers of online brand engagement. Brand love is a significant mediator between online brand engagement and e-WOM.

Studies about antecedents and outcomes of online consumer engagement are rare. This paper contributes to the fledgling online consumer engagement literature by analyzing three antecedents: involvement, OBE, and self-brand image congruency. For the first time, brand love and satisfaction were considered as direct outcomes of online brand engagement. New insights are provided into the mediating role of brand love between online brand engagement and e-WOM.

This chapter seeks to investigate the ways individualistic versus collectivistic values moderate neural responses to social exclusion among African American and White respondents. The author hypothesized that the vmPFC – a key brain region for emotion regulation – would correspond to collectivistic value moderation and the dlPFC – the cognitive control center of the brain – would be associated with individualistic value moderation.

This study used a virtual ball tossing game (Cyberball), where 17 African American and 11 White participants were excluded or included with ball tosses, while inside an fMRI scanner. Before the start of each round the participants were primed with individualism, collectivism or a comparison condition.

Results showed that (1) African Americans showed stronger neural responses to exclusion and (2) offered support for the hypothesis that the dlPFC showed greater activation in African Americans (compared to Whites) when they were primed with individualism values during exclusion. There was no support for the collectivism hypothesis.

Research limitations included a relatively small sample size (N = 28), a comparison of only two racial groups and that the partners in the game were virtual (pre-programmed by the experimenter).

This research offers an empirical framework for sociologists seeking to apply social theories into neurological studies.

Identifying effective coping strategies for historically oppressed racial groups.

The chapter is original for demonstrating the moderating effects of values on neural responses to exclusion for the first time and by offering a novel neurosociological framework.

This paper aims to present results of a study that focused on the question of how computer and data experts think about Internet and social media surveillance after Edward Snowden’s revelations about the existence of mass-surveillance systems of the Internet such as Prism, XKeyscore and Tempora. Computer and data experts’ views are of particular relevance because they are confronted day by day with questions about the processing of personal data, privacy and data protection.

The authors conducted two focus groups with a total of ten experts based in London. As London is considered by some as the surveillance capital of the world, and has a thriving Internet industry, it provided a well-suited context.

The focus group discussions featured three topics that are of crucial importance for understanding Internet and social media surveillance: the political economy surveillance in general; surveillance in the context of the Snowden revelations; and the question what the best political reactions are to the existence of a surveillance-industrial complex that results in political and economic control of the Internet and social media. The focus groups provided indications that computer and data experts are pre-eminently informed on how Internet surveillance works, are capable of critically assessing its implications for society and have ideas about on what should be done politically.

Studies of privacy and surveillance after Edward Snowden’s revelations have taken on a new dimension: Large-scale covert surveillance is conducted in a collaborative endeavour of secret services, private communications corporations and security companies. It has become evident that a surveillance-industrial Internet surveillance complex exists, in which capitalist communications and security corporations and state institutions collaborate.

The purpose of this paper is twofold: to present gamified mobile experiences as valid tools for DMOs to enrich the experience of tourists, and to present the benefits provided to DMOs by analytics tools integrated on gamified mobile experiences.

Staff from three DMOs have generated a gamified mobile experience using a custom authoring tool designed and developed to fulfil their requirements. This gamified experience has targeted families with children visiting Basque Country during off-peak season. The experience has been validated over a period of seven weeks within a pilot project promoted by the local tourist information offices of the DMOs. Data directly provided by tourists and data gathered from analytic tools integrated on the gamified mobile experience have been analysed to fulfil the research objectives presented on the paper.

Both DMOs and tourists can benefit from gamified mobile experiences. The integration of analytics tools to gain insights into the behaviour of tourists can be a relevant information source for DMOs.

The pilot project has targeted a niche tourism market, families with children visiting Basque Country, and has been running during off-peak season. Further studies focusing on other tourist types and different tourism season and destination types will be required to strengthen the validation of the research objectives presented on this paper.

The paper promotes both the development of gamified mobile experiences and the inclusion of analytics tools for DMOs to obtain relevant information about tourists and the mobile experiences.

A gamified mobile experience is generated by DMOs, validated on the basis of experience of real tourists. The analytics tools inside the gamified mobile experience provide DMOs with relevant information.

In this interview, Dr. Günter K. Stahl reflects on his career trajectory as a globally renowned educator and how he pivoted from being a global mobility scholar to one of the pioneers of the responsible global leadership domain. For Dr. Stahl, the ethical component is an integral – and essential – part of any meaningful definition of leadership, and he illustrates this conviction with several examples from his research and corporate practice. Building on his trailblazing work in this domain, Dr. Stahl also identifies critical areas for future research that can help address our societies' grand challenges. He further draws on his deep involvement in designing and delivering postgraduate and executive education programs to discuss how educators can better incorporate these ideas into impactful educational interventions, which he refers to as “consciousness-raising experiences,” thereby inducing lasting positive change in participants.

Dr. Stahl is a Chair and Professor of International Management and Director of the Center for Sustainability Transformation and Responsibility (STaR) at the Vienna University of Economics and Business (WU Vienna). Prior to joining WU, he served for eight years on the faculty of INSEAD, and he is an Academic Fellow and/or Visiting Professor of several renowned institutions, including the Centre for International HRM at Judge Business School, University of Cambridge, the Centre for Global Workforce Strategy at Simon Fraser University, Duke University's Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania, and Hitotsubashi University.

Dr. Stahl is an expert on purpose-driven leadership, the drivers of corporate responsibility and irresponsibility, grand societal challenges and their implications for strategy and management, and the changing nature of global work. His research has been published in leading academic journals, profiled in a wide range of media outlets including the Wall Street Journal and Financial Times, and been recognized by prestigious awards including the Carolyn Dexter Award of the Academy of Management, the JIBS/Palgrave Macmillan 2020 Decade Award for the most influential article in international business studies over the past decade, the SAGE/Journal of Leadership Award for the most significant contribution to advance leadership and organizational studies, and the Academy of Management Best Paper in International Ethics, Social Responsibility, and Sustainability Award.

Dr. Stahl is also an accomplished teacher who has won numerous Outstanding Teacher and Program Director awards, including six CEMS Course of the Year Awards for the most highly rated course in the CEMS network worldwide, the Award for Teaching Excellence in the Executive MBA Program of HEC Université de Genève, and the Outstanding Teacher Award of the University of Minnesota Carlson School of Management Executive MBA Program. He serves on the advisory boards of several for-profit- and nonprofit organizations, and he has been involved in consulting and executive teaching for a variety of industrial and professional services companies, as well as for organizations in the nonprofit sector.