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Videoconference interviews and asynchronous interviews are increasingly used to select applicants. However, recent research has found that technology-mediated interviews are less accepted by applicants compared to face-to-face (FTF) interviews. The reasons for these differences have not yet been clarified. Therefore, the purpose of this paper is to take a closer look at potential reasons that have been suggested in previous research.

The present study surveyed 154 working individuals who answered questions concerning their perceptions of FTF, videoconference and asynchronous interviews in terms of perceived fairness, social presence and the potential use of impression management (IM) tactics. Furthermore, potential attitudinal and personality correlates were also measured.

Technology-mediated interviews were perceived as less fair than FTF interviews and this difference was stronger for asynchronous interviews than for videoconference interviews. The perceived social presence and the possible use of IM followed the same pattern. Furthermore, differences in fairness perceptions were mediated by perceived social presence and the possible use of IM tactics. Additionally, affinity for technology and core self-evaluations correlated positively with perceptions of videoconference interviews but not with those of FTF and asynchronous interviews.

This is the first study to compare fairness perceptions of FTF, videoconference and asynchronous interviews and to confirm previous assumptions that potential applicants perceive technology-mediated interviews as less favorable because of impairments in social presence and the potential use of IM.

This chapter introduces an alternative way of creating inclusive pedagogies by engaging diverse students across geographical borders in participatory research using Voice over Internet Protocol (specifically, Skype) technology. It begins with a discussion on diversity and inclusion within the wider global context and the UK higher education (HE) context, highlighting how institutions engage (or disengage) with multiple aspects of diversity encountered within the sector. It examines how the participatory approach to conducting co-inquiry resulted in opening up inclusive learning spaces, drawing on a funded research project in which the researcher and students acted as co-inquirers. It argues that the pseudo-physical presence created by synchronic communication enhanced student engagement in meaningful cross-border conversations. It examines how the journey of co-inquiry offered holistic, inclusive learning experiences that embed emotional, cognitive and social learning for all students involved by transforming students’ views about their own sociopolitical identities and perceptions about the other. The chapter concludes highlighting how technology-mediated co-inquiring can innovatively democratise student participation and develop their authentic voice. It also examines the challenges of improving inclusive learning through co-inquiry and sends key messages to practitioners, researchers and policy makers who involve in addressing issues of diversity in HE.

In this exploratory multiple case study, we aim to compare the internationalization of two state-owned enterprises (SOEs) owned by subnational governments with three owned by central governments in Latin America. This study provides a contextualized answer to the question: What are the differences in the internationalization of subnationally owned SOEs compared to central SOEs? This study finds that the speed and diversification of these two types of SOEs’ internationalization differ because they have a different expansion logic. Subnationally owned SOEs have a gradual and diversified expansion following market rules. Central government’s SOEs are specialized and take more drastic steps in their internationalization, which relates to non-market factors.

This study builds an exploratory qualitative comparative case analysis that uses multiple sources of data and information to develop a comprehensive understanding of SOEs through process tracing.

The study posits some assumptions that are confirmed in the case analysis. This study finds relevant differences between sub-national (SSOEs) and central authority (CSOEs’) strategies. SSOEs’ fewer resources and needs to increase income push them to follow a gradual market-driven internationalization and to diversify abroad. CSOEs non-gradual growth is justified by non-market factors (i.e. national politics). CSOEs do not diversify abroad due to the broader set of constituencies they have to face.

Given the exploratory comparative case study of this research, the findings are bounded by the particularities of the cases and their region (Latin America). This paper and its findings can be useful for theory building but it does not claim any generalization capacity.

This study adds complexity into the SOEs phenomenon by distinguishing between different types of SOEs. This paper contributes to the study of subnational phenomena and its effect in SOEs’ internationalization process, which is an understudied topic. To the authors’ best knowledge, this is among the first studies that explore subnational SOEs in Latin America.

The technological evolution of job interviews continues as highly automated interviews emerge as alternative approaches. Initial evidence shows that applicants react negatively to such interviews. Additionally, there is emerging evidence that contextual influences matter when investigating applicant reactions to highly automated interviews. However, previous research has ignored higher-level organizational contexts (i.e. which kind of organization uses the selection procedure) and individual differences (e.g. work experience) regarding applicant reactions. The purpose of this paper is to investigate applicant reactions to highly automated interviews for students and employees and the role of the organizational context when using such interviews.

In a 2 × 2 online study, participants read organizational descriptions of either an innovative or an established organization and watched a video displaying a highly automated or a videoconference interview. Afterwards, participants responded to applicant reaction items.

Participants (n=148) perceived highly automated interviews as more consistent but as conveying less social presence. The negative effect on social presence diminished organizational attractiveness. The organizational context did not affect applicant reactions to the interview approaches, whereas differences between students and employees emerged but only affected privacy concerns to the interview approaches.

The organizational context seems to have negligible effects on applicant reactions to technology-enhanced interviews. There were only small differences between students and employees regarding applicant reactions.

In a tense labor market, hiring managers need to be aware of a trade-off between efficiency and applicant reactions regarding technology-enhanced interviews.

This study investigates high-level contextual influences and individual differences regarding applicant reactions to highly automated interviews.

Based on theories of media richness and procedural justice, the authors aim to examine the influence of videoconferencing (VC) technology on applicant reactions and interviewer judgments in the employment interview, the most commonly used employee selection device.

MBA students participated in simulated VC and face-to-face (FTF) interviews. Applicant perceptions of procedural justice and interviewer characteristics were collected. Interviewers provided ratings of affect toward the applicant, perceived applicant competence, overall interview performance, as well as an overall hiring recommendation.

Applicants perceived VC interviews as offering less of a chance to perform and as yielding less selection information. They also viewed VC interviews as less job-related than FTF interviews and had significantly less favorable evaluations of their interviewer (on personableness, trustworthiness, competence, and physical appearance) in VC interviews. Finally, applicants in VC interviews received lower ratings of affect (likeability) and lower interview scores, and were less likely to be recommended for the position.

The authors' findings suggest that VC technology can adversely affect both applicant reactions and interviewer judgments. They propose several precautionary steps to help minimize the risks associated with conducting VC interviews.

The authors extend prior research concerning the use of VC interviews by directly assessing applicant perceptions of both procedural justice and of interviewer characteristics associated with the probability that job offers will be accepted. They also add to the literature in showing that VC interviews tend to result in less favorable evaluations of applicants than FTF interviews.

Automatic evaluation of job interviews has become an alternative for assessing interviewees. Therefore, questions arise regarding applicant reactions and behavior when algorithms automatically evaluate applicants' interview responses. This study tests arguments from previous research suggesting that applicants whose interviews will be automatically evaluated may use less impression management (IM), but could react more negatively to the interview.

Participants (N = 124; primarily German students) took part in an online mock interview where they responded to interview questions via voice recordings (i.e. an asynchronous interview). Prior to the interview, half of them were informed that their answers would be evaluated automatically (vs by a human rater). After the interviews, participants reported their honest and deceptive IM behavior as well as their reactions to the interview.

Participants in the automatic evaluation condition engaged in less deceptive IM, felt they had fewer opportunities to perform during the interview, and provided shorter interview answers.

The findings of this study suggest a trade-off between IM behavior and applicant reactions in technologically advanced interviews. Furthermore, the results indicate that automatically evaluated interviews might affect interview validity (e.g. because of less deceptive IM) and influence interviewees' response behavior.

Hiring managers might hope that automatically evaluated interviews decrease applicants' use of deceptive IM. However, the results also challenge organizations to pay attention to negative effects of automatic evaluation on applicant reactions.

This study is the first empirical study investigating the impact of automatically evaluated interviews on applicant behavior and reactions.

Within the literature on moving into library directorships, the track of the internal candidate is largely ignored. The purpose of this paper is to address this gap through description and analysis of the experiences of a successful inside candidate for the position of law library director.

The paper reports a first‐person account of an internal candidate. Accompanying analysis places the narrative into the larger context of relevant literature of personnel and library management.

The internal candidate is suggested to differ from external applicants in several ways. Most significantly, possessing prior knowledge of the library, she can move quickly to address pressing problems, using that initial success to set the new administration on a productive course. Additional issues include the greater psychological toll of having to distance herself from former colleagues to fulfill administrative duties.

Comparatively little consideration of the internal candidate exists in the library literature. This paper fills an identified gap in the literature on personnel and library management, and suggests relevant directions for future works.

This study aims to investigate the configurational effects of five rules – artificial intelligence (AI)-based hiring decision transparency, consistency, voice, explainability and human involvement – on applicants' procedural justice perception (APJP) and applicants' interactional justice perception (AIJP). In addition, this study examines whether the identified configurations could further enhance applicants' organisational commitment (OC).

Drawing on the justice model of applicants' reactions, the authors conducted a longitudinal survey of 254 newly recruited employees from 36 Chinese companies that utilise AI in their hiring. The authors employed fuzzy-set qualitative comparative analysis (fsQCA) to determine which configurations could improve APJP and AIJP, and the authors used propensity score matching (PSM) to analyse the effects of these configurations on OC.

The fsQCA generates three patterns involving five configurations that could improve APJP and AIJP. For pattern 1, when AI-based recruitment with high interpersonal rule (AI human involvement) aims for applicants' justice perception (AJP) through the combination of high informational rule (AI explainability) and high procedural rule (AI voice), there must be high levels of AI consistency and AI voice to complement AI explainability, and only this pattern of configurations can further enhance OC. In pattern 2, for the combination of high informational rule (AI explainability) and low procedural rule (absent AI voice), AI recruitment with high interpersonal rule (AI human involvement) should focus on AI transparency and AI explainability rather than the implementation of AI voice. In pattern 3, a mere combination of procedural rules could sufficiently improve AIJP.

This study, which involved real applicants, is one of the few empirical studies to explore the mechanisms behind the impact of AI hiring decisions on AJP and OC, and the findings may inform researchers and managers on how to best utilise AI to make hiring decisions.

This study investigates how personality traits influence individuals’ intention to become community group buying (CGB) leaders.

Data include 517 valid questionnaires that are employed to examine the research model and test the hypotheses using partial least squares structural equation modeling.

This study reveals that among the Big Five personality traits, extroversion and neuroticism have more impact on the perceived ease of use and usefulness of social media, and individuals with high levels of these traits are more likely to become CGB leaders. Perceived ease of use only mediates the relationship between agreeableness and CGB leader intention, whereas perceived usefulness mediates the relationships between conscientiousness and CGB leader intention and neuroticism and CGB leader intention.

This study can serve as a catalyst for advancing the exploration of how personality traits and social media affect the intention of being CGB leaders. In addition, the study investigates the mediating effect of social media technology acceptance obtaining valuable insights into how social media affects individuals’ intention to become CGB leaders, expanding the research in this field.

• (1)

  Individuals with extroversion, neuroticism, and conscientiousness personality traits exhibit higher perceived ease of use and usefulness of social media.

• (2)

  Unlike previous research suggested, neurotic individuals appear to be attracted to becoming community group buying (CGB) leaders.

• (3)

  Individuals with high agreeableness are encouraged by ease in pursuing CGB leadership.

• (4)

  Perceived usefulness mediates the relationship between conscientiousness and CGB leadership intention and neuroticism and CGB leader intention.

Individuals with extroversion, neuroticism, and conscientiousness personality traits exhibit higher perceived ease of use and usefulness of social media.

Unlike previous research suggested, neurotic individuals appear to be attracted to becoming community group buying (CGB) leaders.

Individuals with high agreeableness are encouraged by ease in pursuing CGB leadership.

Perceived usefulness mediates the relationship between conscientiousness and CGB leadership intention and neuroticism and CGB leader intention.

This critical reflection aims to initiate an engaging dialogue about the labor shortage challenge facing the hospitality and tourism (H&T) industry. This paper discusses RQ1. Will the worsening labor shortage challenge improve in the short term? RQ2. How can industry professionals and academic leaders/professors work together to address the labor shortage issue? RQ3. How can academic research help address such a challenge?

RQ1 was answered with three propositions in a critical reflection of relevant news updates, industrial/market reports and carefully selected relevant literature. Suggestions were made to respond to RQ2 and RQ3 in three areas of talent management: talent acquisition, learning and development and talent retention.

The worsening labor shortage challenge will likely continue for some years due to an imbalance in labor supply/demand. The H&T industry should work closely with the H&T programs (one key supplier of managerial talent) to find solutions to the ongoing problem.

This reflection focuses only on preliminary suggestions but could inspire related research endeavors.

This paper suggests numerous industry–academia collaboration initiatives under talent management to address the worsening labor shortage.

A strong industry–academia collaboration would address low enrollment in H&T programs, helping them recruit and retain top students. Eventually, a larger student candidate pool for managerial talent could help the industry meet the shifting labor demand.

This timely reflection addresses a critical, worsening labor shortage situation in the H&T industry by offering original ideas and calling for a broader and more in-depth discussion among all H&T stakeholders.