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Physical activity (PA) has been widely studied for its individual and societal benefits, but research on how organisations can effectively promote workplace physical activity (WPA) programmes is lacking. This article aims to examine the organisational-level benefits and value drivers of corporate PA programmes whilst also exploring the factors that motivate employees to participate in these programmes.

The authors used the self-determination theory (SDT) and the Hungarian Sport Motivation Scale (H-SMS) – which was modified and validated from the original English SMS scale, which is one of the six most highly cited motivation questionnaires in sports – to assess employees' motivation towards sports. In conjunction, in-depth interviews with company representatives were conducted to create a mind map outlining the impacts and advantages of WPA programmes. The study involved interviews with 13 managers in Hungary and a survey completed by 728 employees.

The findings of the authors' study indicate that WPA programmes had positive effects on employee engagement, turnover reduction and absenteeism. However, the authors' results also revealed that employee motivation to participate in these programmes was primarily driven by external factors, such as identified and introjected regulators, indicating a low level of intrinsic motivation for sports in the workplace. It is important to classify employees based on their motivation and behaviour to design and promote effective PA programmes in the workplace and to increase participation rates.

The authors' findings indicate the importance of aligning WPA programme promotion with employee motivation. This can encourage organisations to initiate their programmes, address participation challenges and strive for higher engagement rates. Further research on employee motivation can support the development of more effective communication strategies for companies in this context.

Work–family conflict is one of the most challenging stressors for construction industry professionals to cope with emotional problems. This study aims to propose a model linking work–family conflict and high-quality relationships among project team members and explore mediating effects of life and job satisfactions.

A theoretical framework was established based on the spillover theory and social exchange theory. Data were obtained by a questionnaire survey conducted with 328 respondents working in construction projects. Structural equation modeling (SEM) was used to test interrelationships among work–family conflict, job satisfaction, life satisfaction and high-quality relationship.

The results indicate that work–family conflict is negatively associated with both job and life satisfactions of construction professionals. In addition, there were direct and positive relationships between satisfaction domains and high-quality relationship capacity. The findings further support that job satisfaction plays a mediating role between work–family conflict and high-quality relationship among construction professionals, while life satisfaction does not mediate the relationship.

The effects of interrole conflicts on the context of satisfaction have been investigated previously; however, there is a lack of knowledge regarding its influence on high-quality relationship among project team members. This study extends the body of knowledge on high-quality relationships among project team members to understand how conflict and satisfaction factors influence interpersonal relationships in construction project management.

This study aims to evaluates a public policy program that finances projects for the development of innovative technological solutions. This paper analyzed the influence of human and social capital on the development of the projects, under the perspective of the policy’s effectiveness and efficiency. This specific policy adopted the funding model of economic subsidy by means of grants, which shows the significant engagement of the public sector in applying nonrefundable resources more directly through loans, assuming the role of an entrepreneurial state, according to Mazzucato (2011, 2018) and Tavani and Zamparelli (2020).

This is a quantitative-descriptive study, according to Marconi and Lakatos (2017). This study is descriptive, for presenting information on innovation projects funded by FUNCAP (Ceará Foundation for Support to Scientific and Technological Development). In addition, this study is quantitative, by establishing multivariate relationships among the variables that relate to human capital and social capital, which are relevant to technological and innovative development, and by introducing variables on technological evolution, proposed as measures of the program’s effectiveness (DTRL, MkTRL) and efficiency (ETRL).

This paper sought to contribute on public policies for innovation, more specifically on analyzing variables that may affect the development of technological and innovative projects in knowledge-intensive companies. The authors studied capitals potentially important for these companies in the development of innovative projects. Specifically, the authors sought to understand the importance of human capital and how it reflects in technical and scientific knowledge of the project team and of social capital and how it reflects the connection and social relationship among different team members. The results presented that the degree of efficiency of the public funding program depends on how much the teams of the benefited projects have accumulated knowledge, skills and technical capacities – the so-called teams’ human capital.

It is important to address the research sample as a research limitation, which had 72 responses obtained, from a submission rate of 284. Another study limitation is on the qualitative analysis of the topics addressed from the companies and policymakers perspectives, considering that the quantitative nature of the study does not allow for a deeper understanding of the qualitative perspective of the actors involved in the phenomenon studied. As recommendations for future studies, it is suggested to conduct qualitative studies on the aspects studied here. In this sense, it is possible to conduct case studies for specific companies, or policymakers, to clarify and deepen the relationships between the themes addressed here.

As for the practical implications of the research, both for managers of public funding programs and for company managers, the benefits of human capital, related to innovative project development teams, are important in programs that deal with technological development projects. In practice, this means that the greater the human capital of academic background of the members of the supported project teams, the more efficient the projects are in the process of developing their technologies by using the resources provided (Ashford, 2000; Chen et al., 2008; Lerro et al., 2014).

Hence, the authors conclude that the evaluated innovation-funding program through grants achieved acceptable results in terms of promoting the technological evolution of the benefited projects and bringing the technologies closer to the market. Its efficiency was the least favorable result, showing that the program needs to focus on improving this specific aspect. Within the investigated program, the issue that needs enhancement (efficiency – ETRL) was the one that presented significant relationships with the human and social capital of the benefited projects’ teams. Thus, it is possible that, by selecting more projects that have teams with high capital, the efficiency of the public policy, in this case the development of projects with high technological and innovative potential, will be possibly reached.

The findings strengthen the need for innovation public policies designed and implemented in a systemic way in the science, technology and innovation ecosystem, to provide a technological infrastructure and human capital necessary for developing projects with high technological and innovative potential (Ergas, 1987; Audretsch and Link, 2012; Caloghirou et al., 2015; Edler and Fagerberg, 2017; Silvio et al., 2019).

Bryan Otte, Chief Human Resources Officer at MGAC, examines the shifting dynamics of remote and hybrid work models. Addressing challenges in workplace connections, mentorship and trust, Otte advocates a human-centric approach for HR leaders. This study aims to deliver insights and practical strategies, guiding HR professionals in adapting strategies to facilitate meaningful connections, robust mentorship programs and sustained professional growth within the evolving work environment.

Bryan Otte uses a qualitative approach, leveraging his role as Chief Human Resources Officer at MGAC. The methodology involves a thorough examination of the impacts of remote and hybrid work models on workplace dynamics. Otte integrates real-world examples and insights, offering practical strategies for HR leaders with a focus on a human-centric perspective. This approach combines professional expertise with a nuanced understanding of the evolving workforce, providing concise and valuable guidance for adapting HR strategies to the changing landscape of work.

Otte’s findings reveal challenges in remote and hybrid work, including potential disengagement and trust issues. The absence of a central workplace hub may contribute to feelings of isolation, particularly among younger associates who often derive relationship modeling from the workplace. The study advocates for a human-centric approach, emphasizing the enduring value of intentional team building, mentorship programs and fostering relational bonds. The research underscores the need for HR leaders to adapt strategies, ensuring positive workplace engagement, professional growth and overall well-being in the evolving work landscape.

Bryan Otte’s article brings originality through his role as Chief Human Resources Officer at MGAC, providing unique insights into challenges posed by remote and hybrid work. The practical strategies proposed, emphasizing a human-centric approach, offer innovative solutions to address issues such as disengagement and trust. The article’s value lies in shaping HR strategies for the evolving workforce, stressing the enduring importance of intentional team building and mentorship programs. Otte's blend of professional expertise and nuanced understanding contributes significantly, offering actionable guidance for HR leaders navigating the changing dynamics of work.

We develop and test an innovative approach to teaching financial statement analysis (FSA) and assessing student learning outcomes based on making complex stock investment decisions compared to professional analysts. We train students to apply FSA and emphasize interdisciplinary factors and high integrative complexity. Our innovative FSA teaching approach, which we apply in an MBA financial reporting course, involves the instructor lecturing on FSA as a tool for integrative and complex decision making, students researching and applying FSA to public companies, and presenting the rationale for individual and group stock investment decisions. The instructor gives high-quality and timely feedback on the students’ application of FSA with a focus on investment judgments involving critical thinking, problem-solving, and teamwork skills. Our detailed efficacy analysis shows that our FSA teaching approach is effective. Students who perceive a public company to have credible management, effective competitive strategy, and an acceptable level of financial flexibility make comparable individual and group stock investment decisions as professional analysts.

Effective procurement of infrastructure is partly dependent on infrastructure procurement personnel having the skills that are important for the discharge of their role. Addressing the infrastructure deficits in developing countries, therefore, calls for an understanding of the skills that are important for the discharge of the roles of public personnel that are involved in infrastructure procurement. This study aims to investigate these skills from the perspective of public infrastructure procurement personnel in the sub-Saharan African region.

A questionnaire survey of procurement personnel yielded 590 useable responses, which were analysed using t-tests and exploratory factor analysis (EFA).

EFA established eight key components of important infrastructure procurement skills to include skills related to: project success factors; social and environmental sustainability; marketing and e-procurement; project phase management, the application of procurement laws and procedures; soft skills, ICT and communication; and data analysis and team building.

The findings are crucial in developing infrastructure procurement capacity building programmes that would be appropriate for infrastructure procurement personnel in developing country contexts. Infrastructure procurement personnel ought to engage more in capacity development training that is aligned to enhancing skills within the eight components.

This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.

The study aims to examine the moderating influence of perceived co-worker support in the nexus between compulsory citizenship behaviour, job involvement and social loafing amongst university interns.

Four hundred and sixty-two) respondents took part in the study by completing a self-reported questionnaire distributed via online WhatsApp platform. The respondents were selected using multistage sampling technique. The data were processed and analysed using IBM SPSS version 24 and PLS-SEM, respectively.

Results reveal interns’ experience of compulsory citizenship behaviour positively influences their social loafing and negatively influences their job involvement. Furthermore, the support received from co-workers’ reduces the negative influence of compulsory citizenship behaviour on interns’ (1) social loafing and (2) job involvement.

The study’s main limitations have been identified as the type of organisation in which the internship was completed and the number of years of internship experience. Future research may seek to address this problem by obtaining data from a cohort that is categorised based on the nature of the organisation and duration of the internship.

Perceived co-worker support has been found to reduce the negative effects of interns’ compulsory citizenship behaviour on their job outcomes. It is recommended that organisations establish a supportive work environment to assist interns. This can be achieved through various means, such as engaging in team-building activities and assigning mentors, among other strategies.

One of the first to have examined a model linking compulsory citizenship behaviour, job involvement, social loafing and perceived co-worker support amongst interns in a higher education environment.

The purpose of this manuscript is to highlight how gamification is transforming recruitment, retention and training to resolve employee engagement challenges in the ever-changing workplace. In collaborating with game industry experts and designers, the authors taught students team leadership skills by demonstrating how to design and play their own original cooperative strategy games. In doing so, students learn what gamification is and how it can be used to train our multigenerational workforce; how designing board games teaches team leadership skills (e.g. communication, conflict management, power, decision-making); and how to develop cooperative strategy game elements (player characters, roles and actions) that motivate engaging gameplay with successful learning outcomes.

In this paper, the authors discuss the practical implications of a three-phase semester-long experiential learning experience, where game design demonstrates to students how employees can work collaboratively together in teams. Students’ developed storylines (i.e. strategic objectives) including motivation challenges, social media communication breakdowns, sabotage, global sustainability and other real-world challenges. In Phase 1, students learn about how companies are using gamification in training high-performing teams. In Phase 2, students play a cooperative strategy game Forbidden Island with their student teams. In Phase 3, students design (and play) their original cooperative strategy game, instructions booklet and build a facilitation guide.

Approximately, 400 students developed 48 original cooperative strategy games that can be used to teach team leadership skills. These student teams designed cooperative strategy board games – in which the entire team either wins or loses based on their control of valued resources and player actions as key decision-making points. The data and feedback indicate that the learning experience helped them practically consider team interdependence in making effective decisions, and in creating creative self-efficacy, resilience and self-confidence in their own leadership voice. In this manuscript, the authors focus on providing an overview and implementation plan for our semester-long experiential learning exercise.

This experiential exercise was implemented from 2019 to 2023 in different learning modalities (face-to-face, hybrid, 100% synchronous online learning) and during challenging times (prepandemic, pandemic and postpandemic learning environments). These varying experiences provided them with a challenge to persevere and learn about their own interpersonal skills and resilience in a creative engaging way with limited resources. Students developed 26 original games during 100% synchronous remote learning due to COVID. To the best of the authors’ knowledge, no other business school is working with gaming industry experts and game designers to teach team leadership to this degree during pre- and postpandemic environments.