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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 potential advantage of extreme value theory in modeling management phenomena is the central theme of this paper. The statistics of extremes have played only a very limited role in management studies despite the disproportionate emphasis on unusual events in the world of managers. An overview of this theory and related statistical models is presented, and illustrative empirical examples provided.

Greenhouse gas (GHG) emission has a detrimental impact on climate change. There is an increasing trend for firms to use disclosure to signal stakeholders about its environmental responsibilities and performance in dealing with climate change. China is one of the countries producing the most carbon emissions. Over the last decade, Chinese state-owned enterprises (SOEs) are becoming important players in international trade. However, the existing literature provides limited evidence on how Chinese SOEs influence GHG disclosure. Through the lens of stakeholder–agency theory, this chapter studies the top 300 listed firms to examine the relationship between Chinese SOEs and the likelihood of GHG disclosure. The result suggests a negative relationship between Chinese SOEs and the likelihood of GHG disclosure. This could be explained as a consequence of the managers' political self-interests, economic and policy-oriented decision-making process and the power differentials between the government and SOE managers. This research extends the GHG literature to Chinese SOEs context, providing direct evidence on how state ownership impacts on GHG disclosure.

The research-to-practice gap occurs when practices supported as effective by research are infrequently used in applied settings, such as classrooms. This gap may be due to teachers preferring to use practices they find to be trustworthy, usable, and accessible. Instead of relying on research, teachers frequently use resources from other teachers, which may be because teachers prefer practices that are supported by evidence developed in applied settings (i.e., practice-based evidence [PBE]). Using PBE to support the application of evidence-based practices (EBPs) may increase the latter's use in classrooms. In this chapter, we discuss the advantages and disadvantages of both EBPs and PBE and how the two can complement each other to help lessen the research-to-practice gap. We also discuss mixed-methods approaches that can be used to combine EBPs with PBE.

The 2015 Obergefell v. Hodges decision accomplished more than the national legalization of same-sex marriage; it also laid bare a deep rift among US Supreme Court justices over the question of whether and how religious objections to same-sex marriage should be accommodated in this new era of marriage equality. This chapter will explore the rift revealed in Obergefell between the Court’s differing conceptions of religious free exercise and will highlight the ways in which this legal dispute was translated into a forceful mode of conservative religious activism in the buildup to the groundbreaking 2016 election.

The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more value with fewer resources. Thanks to its positive impact on companies’ overall performance, the lean concept is widely adopted across various industries and many organizations. Before being an operational tool, it is a management culture to be disseminated at all levels and applied with patience and conviction. Lean is about continuously improving work processes, purposes, and people. Instead of trying to hold total control of work processes and keep the spotlight, lean management encourages shared responsibility and shared leadership. Lean management was not created in a moment and still is evolving gradually, thanks to the desire of people for continuous improvement.

Crime has declined in the United States over the past 25 years; however, the decrease in victimization has not been equal across all communities. As a result, many law enforcement agencies have concentrated their efforts in high-risk areas, and this concentration of policing can lead to resentment among members of the community, especially if they feel the officers are disrespectful, use excessive force, or disregard their civil rights. These residents are in double jeopardy – experiencing the negative consequences of living in dangerous communities and enduring the direct and indirect costs of aggressive policing. The purpose of this chapter is to discuss community policing as a potential means to increase police legitimacy, strengthen community resilience, and promote prosocial interactions between officers and residents. Community policing is a philosophy that advances organizational approaches designed to leverage citizen engagement and problem solving as proactive strategies to deal with public safety issues, including crime, disorder, and fear of crime. Because community policing is grounded in trust, cooperation, and problem solving, it has the potential to improve residents’ quality of life by developing and strengthening mechanisms of social control and support. Community policing can increase police legitimacy by providing opportunities for community members to examine the actions and policies of the police, assess the alignment of these state-sanctioned activities with residents’ values and needs, and bring the two into agreement. In this chapter the basic principles of community policing will be discussed within the context of how these concepts are related to the exercise of social control and residents’ perceptions of police legitimacy.