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Drawing on the job demands-resources (JD-R) model, this study aims to examine which job demands individuals with diagnosed mental illness perceive to be most challenging as they navigate the workplace, why this is the case and which resources individuals tend to mobilize to meet these demands.

The authors draw on 257 qualitative surveys filled out by individuals with mental illness in various parts of the world.

The findings show that job demands that are common in today's workplace such as a high workload and a stressful environment are considered challenging by individuals with mental illness. Further, the authors show that this is the result of the ideal worker norm consisting of the need to be a steady performer that is confident, resilient and social with which the performer cannot comply on the one hand and the particularities of this population, such as performers' self-perceived low self-esteem, sensitivity to stress, fluctuating symptoms and difficulties with the social aspects of organizational life on the other hand.

The study points to the unique challenges of individuals with mental illness in the workplace and highlights the role human resource management (HRM) can play in providing support to allow this population to meet the demands of one's job more easily and thrive at work.

This article aims to examine the factors that influence how managers approach data analytics.

The authors draw on content analysis of 34 in-depth interviews with managers in various sectors in France.

Using Resource Orchestration Theory as the theoretical lens, the findings show that an understanding of the importance of data analytics, having the skills to effectively use data analytics and the capability to integrate data analytics throughout organizations impact the approach adopted by managers. Based on these interrelated factors, a typology of four different approaches is identified: buyer-users, segmenters, promoters and implementers.

The authors' study reflects results from multiple industries instead of one particular sector. Delving deeper into the practices of distinct sectors with respect to the authors' typology would be of interest.

The study points to the role of managers and more specifically managers' perception of the opportunities and challenges related to data analytics. These perceptions emerge in managers' skills and capacity to understand and integrate dimensions of data analytics that go beyond one's areas of expertise in order to create capabilities towards an organization's advantage.

The authors contribute by revealing three interrelated factors influencing how managers approach data analytics in managers' organizations. The authors address the need expressed by practitioners to better identify factors responsible for adoption and effective use of data analytics.