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The “Germanwings” air crash in 2015 in which 150 people were killed highlighted the challenges pilots working in the aviation industry face. Pilots regularly work for extensive periods in inhospitable and high-pressure operational conditions, exposing them to considerable work-related stress. This has raised calls for a more systemic cultural change across the aviation industry, championing a more holistic perspective of pilot health and well-being. The study aims to explore how peer coaching (PC) can promote an inclusive psychosocial safety climate enhancing pilot well-being and can mitigate hazardous attitudes and dysfunctional behaviours.

Adopting an interpretative phenomenological analysis (IPA), semi-structured interviews and questionnaires were conducted with military and civilian peer coach/coachee pilots and key industry stakeholders, totalling 39 participants. The research provided significant insights into the perceived value of PC in promoting both pilot health and mental well-being (MW) and flight safety across the aviation industry.

The study highlights four key PC superordinate themes, namely, coaching skills, significance of well-being, building of peer relationships and importance of confidentiality and autonomy. Such combined themes build reciprocal trust within peer conversations that can inspire engagement and effectively promote personal well-being. The contagious effect of such local interventions can help stimulate systemic cultural change and promote a positive psychosocial safety climate throughout an organisation and, in this case, across the aviation industry. This study provides a PC conceptual framework “Mutuality Equality Goals Autonomy Non-evaluative feedback, Skill Confidentiality Voluntary Supervisory (MEGANS CVS),” highlighting the salient features of PC in promoting MW.

The study highlights the salient features of PC and its role in promoting peer conversations that enable personal transition, openness and acceptance. This study also highlights how PC and well-being can be used to encourage inclusivity and engagement, thereby strengthening institutional resilience.

This study highlights how PC that can assist HRM/HRD professionals to embed a more inclusive and salutogenic approach to MW that can reshape organisational cultures. This study highlights the significance and link of workplace stress to hazardous attitudes and dysfunctional behaviours. It further notes that whilst the MEGANS CVS peer coaching framework has been applied to pilots, it can also be applied across all sectors and levels.

This study highlights the value of PC as an inexpensive means to engage at the grassroots level, which not only improves personal performance, safety and well-being but by building peer relationships can also act as a catalyst for positive and deep organisational cultural change.

This study offers the MEGANS CVS framework that exposes insights into PC practice that can assist HRM/HRD professionals embed a more inclusive and salutogenic approach to health and well-being that can reshape organisational cultures. This study highlights the significance and link of workplace stress to hazardous attitudes and dysfunctional behaviours, and whilst this framework has been applied to pilots, it can also have relevance across all sectors and levels. This study calls for a “salutogenic turn,” employing MW and PC to transform organisational capabilities to be more forward-thinking and solution-focused, promoting an inclusive “just culture” where leaders positively lead their people.

The purpose of this paper is to propose an inter-disciplinary approach to the ethics of social networking services (SNS) that connects critical analysis with the doing of ethics in terms of both pedagogic and technological practice.

Primarily conceptual and discursive, drawing on theoretical concepts from a broad, inter-disciplinary field. These concepts are integrated into a multi-dimensional framework that proceeds through four sequential stages: socio-economic, ethical, legal and practical/professional. Particular instances of SNS are used as illustrative examples.

The evaluation of ethical issues can be enriched by broader, holistic approaches that take account of the socio-economic, technical and legal contexts in which SNS technologies are designed, deployed and used. Inter-disciplinary approaches have the potential to generate new connections and possibilities for both the teaching and the professional practice of ethics.

Applied ethics are used to consider practical solutions that explore regulatory measures and envision alternative models of social networking. The approach proposed has practical value for teachers and students of computer ethics, as well as for IT practitioners.

This paper synthesises elements from media, communication and cultural studies, science and technology, information systems and computer science. The paper offers a strategy of inquiry to understand various aspects of SNS ethics – legal, socio-economic and technical. It presents a methodology for thinking about and doing ethics which can be used by IT practitioners.

Investigating the day of week and hour of day temporal patterns of crime typically show that (late) nights and weekends are the prime time for criminal activity. Though instructive, mental-health-related calls for service are a significant component of police service to the community that have not been a part of this research. The purpose of this paper is to analyze calls for police service that relate to mental health, using intimate partner/domestic related calls for police service for context.

Approximately 20,000 mental health related and 20,000 intimate partner/domestic related calls for police service are analyzed. Intra-week and intra-day temporal patterns are analyzed using circular statistics.

Mental-health-related calls for police service have a distinct temporal pattern for both days of the week and hours of the day. Specifically, these calls for police service peak during the middle of the week and in the mid-afternoon.

This is the first analysis regarding the temporal patterns of police calls for service for mental health-related calls. The results have implications for police resourcing and scheduling, especially in the context of special teams for addressing mental health-related calls for police service.

This study examines the underlying reasons for the police use of deadly force and potential deadly force, in the Province of British Columbia, Canada, during the period 1980‐94. Within this context, interactional violence and the phenomenon of victim‐precipitated homicide are examined in relation to the police use of deadly force. This study analyzes 58 separate documented incidents in which municipal and Royal Canadian Mounted Police officers, within the Province of British Columbia, have been confronted by a potentially lethal threat. In 27 of these incidents, the police responded by discharging their firearms and killing a total of 28 people. The remaining 31 cases that were examined reflect incidents in which the police responded with less‐lethal force. Through the examination of police investigations, verdict‐at‐coroner’s‐inquest reports, BC Police Commission data and interviews with police officers, this study reveals that, in roughly half of the cases examined (N = 28), the police reacted to a potentially lethal threat of victim‐precipitated homicide. These are incidents in which despondent individuals suffering from suicidal tendencies, mental illness, or extreme substance abuse, acted in a calculated and deliberate manner so as to force the police to use potential or deadly force. The study recommends that police personnel within the Province of British Columbia should be given further alternatives to the standard‐issue firearm, when responding to potentially lethal threats. Non‐lethal tools of compliance should be made readily available to the operational police officer with a view to providing alternatives to the traditional use of deadly force. In addition, the training of police personnel should emphasize non‐violent strategies in dealing with irrational individuals who are suicidal, mentally disordered and/or intoxicated.

In 2010, the National Mediation Board (NMB) decided to base Railway Labor Act representation election outcomes on a simple majority of those voting, rather than on the majority of all eligible voters, as had been required earlier. This was widely expected to make it easier for unions to win rights to recognition in the railway and airline industries. We demonstrate that investors expected that this change would favor unions, just as they earlier had expected rule changes that made voting easier (in 2002 and 2007) to be favorable to unions, affecting stock prices of railway and airline corporations. After the 2010 change in election procedure, between 77% and 91% of all eligible employees returned ballots in NMB elections, demonstrating that a significant portion of nonvoters were not opposed to union representation, but simply were unwilling or were unable to vote. We conclude that the current voting process is fairer than the old one. However, it has not resulted in a tide of union success in these representation elections. Apparently scholars, the parties themselves, and investors all over-estimated the practical consequences of changing NMB representation election procedures.

The purpose of this article is to explore how the strategic change following a corporate takeover impacted the nature and extent of use of the firm's management control systems (MCS), in particular its performance measurement system (PMS).

This paper uses Michael Porter's theory of competitive advantage and Robert Simons' levers of control framework to illustrate and interpret changes in the PMS within an Australian multinational subsidiary following its takeover by an overseas corporation. To provide empirical evidence on this issue, face‐to‐face interviews and archival data are used.

The findings reveal that the takeover resulted in changes in the firm's competitive forces (threat of potential entrants, bargaining power of buyers, threat of substitute products or services, bargaining power of suppliers, and rivalry among existing firms), and therefore the firm altered its strategy to change the rules of competition in its favor. Corresponding to the strategic change, the PMS was affected, with specific implications on Simons' four levers of control: interactive, diagnostic, beliefs, and boundary systems.

The findings suggest that a corporate takeover is an important phase for any organization, as it involves a change in the competitive environment and strategy, and needs to be facilitated by a change in the MCS to create and sustain superior performance.

This case study demonstrates how interactive and beliefs systems work together with diagnostic and boundary systems in the context of change in an organization. Past research devoted to strategic change and MCS has not documented this phenomenon.

Applying social concepts to the social relations that the entrepreneur maintains, this research seeks to identify the impact of these relationships, and the learning that might result from them, on the decision‐making process. A social and conversational model of experiential learning is put forward, where learning and influence are seen to emerge as part of an ongoing negotiated process. This argument complements Kolb's “fundamentally cognitive” theory of experiential learning, by challenging the view that the learner should be viewed as an “intellectual Robinson Crusoe”, and stating that even when an individual reflects and theorises their thoughts have a social character. Data were collected using critical incident technique through one‐to‐one in‐depth interviews over several weeks. The paper goes some way to confirm the importance of networks in the business development process, helping further to define how networks exist. The learning identified, is understood therefore as part of an ongoing negotiated process within a complex network of domestic, voluntary, commercial and professional relations.

Herbert Simon's major contribution to decision‐making theory is the concept of “satisficing”. This was first posited in Administrative Behavior, published in 1947, and the book, concerned as it was with establishing a scientific approach to administrative theory, puts forward an adjustment of then‐current economic theory, which viewed administrative choice as a process of maximising. While, over the ensuing decades, Simon adjusted his definitions of both “economic man” and of “satisficing” in several subsequent publications, the original exposition of these was a major contribution to the area of administrative theory. An attempt has been made here to explore what circumstances might have led Simon into putting forward the concept of “satisficing”.

In February 1995, Simon Jones and Tony Railton of Barings Bank planned a meeting that afternoon with their star Singapore trader, Nick Leeson, to iron out a few financial discrepancies that had arisen in his Far Eastern office. A few minutes after the meeting was confirmed, Leeson made an excuse to leave the office … and never came back. It is common knowledge (as well as management folklore) what Leeson did leave behind – debts of over £850 million that brought down one of England’s most prestigious banks. At the time we thought that this scandal was a one‐off, never to be repeated story of deception and mismanagement. But when John Rusnak was arrested for covering up losses of £529 million at AIB earlier this year, senior managers were forced to ask themselves “could this happen to my organization?”