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Previous research has shown that terror attacks affect a variety of outcomes. However, one outcome that has remained relatively neglected is crime. In the current study we examine the immediate effect of terrorism on crime, and discuss several behavioral mechanisms that might explain this effect.

We use data from 190 Israeli localities over 12 years (1999–2011). Applying a fixed-effects Poisson regression model, we assess the effect of terror attacks on recorded crimes of three types – property, domestic violence, and fraud – on the days following the attack. We also examine whether the effect is conditioned on geographical proximity to the attack.

We find the occurrence of terror attacks has a significant and negative effect on recorded cases of the three crime types. This effect grows stronger as geographical proximity to the attack increases.

Our results suggest that terrorism has an immediate negative effect on crime. This effect might be explained by changes in the behavior of police officers, offenders, and citizens.

Maintaining and protecting employee well-being and health is of paramount importance for organizations in order to prevent financial losses due to illness, absenteeism, and fluctuation. This chapter discusses the role of team meetings for employee well-being. As the contemporary workplace is shaped by team work, team meetings increasingly shape employees’ experiences at work. As such, team meetings may also have a major influence on employee well-being as they consume large amounts of time and thus strongly influence workers’ schedules. While previous research has predominantly focused on negative aspects of meetings and mainly considered them as a workplace stressor, this chapter advances a positive perspective on meetings as opportunities for boosting rather than impairing employee well-being. Upon reviewing the extant evidence about linkages between workplace meetings and well-being, the authors highlight the role of team dynamics during meetings for individual well-being and suggest new perspectives for future research. The authors also discuss actionable implications for structuring and facilitating meetings in order to avoid negative and increase positive effects of team meeting interactions on employee well-being.

The contemporary workplace is characterized by transience: Organizational members frequently turn over and careers span multiple organizations. Consequently, workplace friendships that were once close become less close and intimate, that is they become peripheral and can deteriorate. While research has examined the benefits for employees who move on to new opportunities, less clear is how stayers, or employees who remain behind in the work setting, are affected. To understand stayers’ experiences and how they manage, we draw on theories of belongingess and to offer a three-part episodic process model, which explains how stayers’ engagement in the task and social domains are influenced. In doing so, we (1) present a dynamic view of the deterioration of dyadic relationships, highlighting how workplace relationships can change over time; (2) discuss both the depth and breadth of emotions involved for stayers; and (3) integrate a positive organizational scholarship perspective by considering both strength of friendships with other present coworkers and coping approaches of stayers as important boundary conditions, which can facilitate their recovery process. We draw attention to the broader implications of our theorizing for research on relationships and emotions, and practical implications for management.

THE article which we publish from the pen of Mr. L. Stanley Jast is the first of many which we hope will come from his pen, now that he has release from regular library duties. Anything that Mr. Jast has to say is said with originality even if the subject is not original; his quality has always been to give an independent and novel twist to almost everything he touches. We think our readers will find this to be so when he touches the important question of “The Library and Leisure.”

Business is nearly always a balancing act; making an improvement in one place very often has some detrimental effect elsewhere. Some ways of increasing sales volume may incur such considerable additional costs that they are not worthwhile, others are so uncertain as to be not worth the risk. Linear programming is a technique for helping to “optimize” these sort of decisions. The approach described in this article has been applied in a number of different types of retailing each with its own characteristics, but the examples chosen to illustrate the principles involved are all based on footwear retailing at various levels of complexity and detail.

We explore the role of workplace friendships as a lens for understanding the emotional element and relational context for personal engagement (Kahn, 1990). The review of engagement theory differentiates personal engagement, recognizing the role of emotions play in enabling individuals’ “preferred selves.” Workplace relationships and friendship provide a conceptual discussion of individuals in social and workplace roles in engagement, drawing on friendship, emotion, attachment theories, particularly Kahn’s work. A case study drawn from recent research illustrates our discussion before concluding with ideas for the development of a future research agenda in answer to recent calls for work on the social context of engagement.

I aim to understand how informal relationships at work provide a supportive context for individuals and contribute to their engagement in an environment of disruptive change when they are likely to be stressed.

The research was conducted in three UK public service organizations during pre-Brexit disruption. An app was used to capture 400+ transient emotions, reactions, and diary entries of employees about their interactions with co-workers, colleagues, and close colleagues. This was followed by 25 interviews to reflect more deeply on those relationships documented in the app.

Interactions with co-workers, colleagues, and close colleagues are shown to contribute in different ways to emotions felt and different aspects of engagement. Closer relationships, less transactional and more emotional in nature, contribute to feelings of trust, significance, and mutual reliance. A typology of four close colleague relationship types also emerged variously driven by the depth of the relationship and sense of shared mutuality.

This research documents employees' lived experience during disruption to show that relationships provide support for the meaningfulness, psychological safety, and availability aspects of personal engagement. It maps the process of developing supportive workplace relationships that form the relational context with four sub-contexts, distinguishing work, and personal engagement by their different foci. Practical and social implications are discussed.

Heavy equipment residual value forecasting is dynamic as it relies on the age, type, brand and model of the equipment, ranking condition, place of sale, operating hours and other macroeconomic gauges. The main objective of this study is to predict the residual value of the main types of heavy construction equipment. The residual value of heavy construction equipment is predicted via deep learning (DL) and machine learning (ML) approaches.

Based on deep and machine learning regression network integrated with data mining, random forest (RF), decision tree (DT), deep neural network (DNN) and linear regression (LR)-based modeling decision support models are developed. This research aims to forecast the residual value for different types of heavy construction equipment. A comprehensive investigation of publicly accessible auction data related to various types and categories of construction equipment was utilized to generate the model's training and testing datasets. In total, four performance metrics (i.e. the mean absolute error (MAE), mean squared error (MSE), the mean absolute percentage error (MAPE) and coefficient of determination (R2)) were used to measure and compare the developed algorithms' accuracy.

The developed algorithm's efficiency has been demonstrated by comparing the deep and machine learning predictions with real residual value. The accuracy of the results obtained by different proposed modeling techniques was comparable based on the performance evaluation metrics. DT shows the highest accuracy of 0.9111 versus RF with an accuracy of 0.8123, followed by DNN with an accuracy of 0.7755 and the linear regression with an accuracy of 0.5967.

The proposed novel model is designed as a supportive tool for construction project managers for equipment selling, purchasing, overhauling, repairing, disposing and replacing decisions.

This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.

Data were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.

The analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.

Managers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.

This study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.