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The research aims to profoundly investigate the correlation between uncertainty-fear against COVID-19, corporate social responsibility (CSR) and labor practices issues based on ISO 26000.

Partial least squares structural equation modeling (PLS-SEM) was adopted for data analysis and hypotheses testing on a sample of 304 managers and employees in the Egyptian small and medium enterprises (SMEs).

Preliminary results indicate that the uncertainty-fear against COVID-19 positively affects CSR practices in SMEs. CSR positively impacts labor practices dimensions. However, CSR has an insignificant effect on the social protection and work condition dimension. Also, CSR has a significant mediating role in the association between uncertainty-fear toward the pandemic and labor practices. But, this relation is insignificant regarding social protection and work condition dimension.

Managers could develop a consistent strategy for applying CSR practices, providing clear information and focusing on their procedures to protect their workforce during COVID-19. Governments should impose policies to guarantee that all employees have the same opportunities and not discriminate directly or indirectly in any labor practice.

Based on both the “stakeholder” and “social-cognitive” theories, this study shed light on the optimistic side of the COVID-19 pandemic, as it also brings the concepts of social responsibility, sustainability and green practices back into the light, which helps in solving labor issues.

This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings.

This qualitative study utilized interviews with 13 HR practitioners. Data were analyzed using a constant comparative method.

HR practitioners were not involved in planning decisions related to downsizings, mergers, and/or acquisition. Neither the practitioners in this study nor other members of the HR team in their organizations had an upfront due diligence role in these change initiatives.

Additional research is needed to guide HRD practitioners in repositioning their roles so that they are more central to an organization's strategic decisions. Given the method of this study, the findings are not intended for generalization to larger populations. Future research should address the needs of HRD practitioners who are affected by downsizings, mergers, and/or acquisitions.

The primary role of HR practitioners need to be more than transitional activities after these change events are announced. Rather, these practitioners need opportunities during the planning stages to ensure that training and development supports the financial goals of these change events. After these change events occur, HRD practitioners need support for interventions to counter the impact of dismissed cultural artifacts and broken human links.

Study participants explained that failure to identify employee issues in the pre‐downsizing due diligence phase creates a chaotic workplace atmosphere and increases employee fears and stress levels. Participants explained how these change events affect career uncertainty, fear, and stress in employees.

This research investigates how the Covid-19 pandemic initially affected organisational managers, as seen from their executive coaches' perspective by asking: (1) What challenges did managers experience during the initial stages of the Covid-19 pandemic? and (2) How did coaching foster crisis management skills during this time? Executive coaches are in a unique, confidential and professionally intimate position to observe their clients' thoughts, emotions and behaviours.

Using an interpretivist approach, interviews conducted with 26 executive coaches from the USA, UK, Australia and South Africa during the initial stages of the pandemic (first three weeks of April 2020) were analysed using thematic analysis.

Coaches observed how the Covid-19 pandemic caused managers to experience a tension between managing their staff, their own bosses and themselves. Ranging from logistical challenges to personal fear, uncertainty and loss of identity, managers confided in and relied on their coaches to help them to reflect, provide support, but also challenge them to take a forward-looking stance. Findings were interpreted through the lenses of crisis management and coaching efficacy theory. Crisis management theory is extended by suggesting that greater priority must be given to managers' personal well-being and by adding coaching as a new intervention to develop crisis management skills. Coaching theory is extended by showing that executive coaching can foster certain crisis management skills and that the benefits of coaching in non-crisis times are also relevant during a crisis.

Managers, their leaders, executive coaches and purchasers of coaching services, such as human resource practitioners, should take note of the challenges managers face during crises. They should consider executive coaching as a support intervention to foster requisite crisis management skills.

The findings provide novel, empirical evidence suggesting that executive coaching could foster crisis management skills. The unique Covid-19 context provides rare insights into managerial thinking, emotions and behaviour during extreme crisis situations, contributing to the design of appropriate support interventions.

Recently, the discussion on the impact of the Internet of Things (IoT) in theory and in practice is increasing. While some proponent envisage that the IoT will bring about positive radical change in the modern society, others argue that the IoT will introduce more disadvantages in the long run (mainly in terms of job losses) than advantages. The purpose of this paper is to arbitrate this controversy by examining the impact of IoT on the Japanese society.

While previous studies have largely been qualitative in nature, in this study, a quantitative approach was used. A multi-dimensional analysis was carried out and the statistical method known as the one-way analysis of variance was used to process the data obtained during this study.

The results show that indeed the IoT has a positive impact on the daily lives of the Japanese people, however the change it brings are mainly incremental change and not radical. Furthermore, rather than reducing job opportunities, it has created more opportunities and simplified operation processes.

However, a limitation of this study is in its narrow scope. It is important to note that further studies on an international level or perhaps multi-national level is needed. Furthermore, there may be other underlining factors, such as culture, social, economic, geographical location, technology capacity, that may contribute to the impact of the IoT on daily life. Therefore, future research needs to verify if indeed this is the case.

This research successful arbitrates the argument about the impact of the IoT on the society by specifically showing that the advantages brought by the IoT out-ways its disadvantages. Furthermore, the uncertainty (fear of job losses) expressed by some experts was addressed in this study. The results obtained showed that the diffusion of the IoT has no correlation with job loss but rather supports improved working environment and creation of jobs.

This paper seeks to address the impact of an organisational change initiative on organisational employees, with specific reference to a micro-merger which occurred in a public sector, higher education organisation in Ireland. The literature on change management is examined, with specific reference to the post-integration stage of a micro-merger. The paper then reports on a study that was undertaken in an Irish higher education institution and focuses on the impact of the micro-merger on employees. Specifically, the study seeks to address their perceptions and emotions relating to a heretofore under-researched area in the merger literature, namely the impact of a change of physical geographical location and the accompanying change of physical facilities on employee motivations and well-being.

The aim of the research was to examine the post-integration stage in a newly merged entity, in terms of the employees' perceptions regarding the impact of such organisational change on them, from a personal perspective. A phenomenological approach was adopted in this study. A total of 41 in-depth interviews were conducted with academic employees (i.e. lecturers) of an Irish higher education institution.

The participants had varying feelings and emotions, resulting from the practical and personal manifestations of the change wrought by the micro-merger. These emotions ranged from excitement to anxiety and apprehension. A major theme in the literature is that organisational change can be destabilising for all organisational members, resulting in uncertainty, fear, psychological stress, anxiety and insecurity. This was not the experience in this study. The merger certainly represented a significant change for the participants, but in contrast to the aforementioned stark view of mergers, the participants exhibited a more practical and pragmatic approach to this organisational change.

This exploration of the emotional impact of a merger on employees is noteworthy in the context of a major research gap in the literature concerning the “soft” or human resource issues arising from a merger. Specifically, the paper illustrates a heretofore under-researched aspect of the change management and post-merger literature, namely the substantial impact of a change in physical location and physical facilities on employees' motivations and sense of well-being.

Mental health practitioners working with female clients diagnosed with a serious mental illness (SMI) often face client disclosures of sexual assault. Research has shown that practitioners’ responses can be complicated by the diagnosis and lack of professional training; however, less is known about the role their personal factors may play. The purpose of this paper is twofold: to further understanding of practitioners’ personal reactions and investigate how these reactions affect their professional response.

Nine mental health practitioners participated in face-to-face interviews, in which they were asked to describe their personal reactions when faced with a disclosure and to discuss how these reactions influence client assessment, treatment and referral.

The study results show that lacking training, practitioners expressed feelings of uncertainty, fear and worry about how best to respond without causing further harm. Findings serve to inform future training to support practitioners and, as a result, improve care and treatment for this population.

This study is unique because it explores the personal reactions mental health practitioners’ experience when responding to disclosures of sexual assault among women diagnosed with an SMI and how these reactions may impact their professional response.

This study investigates the effect of protection motivation theory (PMT) constructs on Arab women's feelings while seeking information during the COVID-19 pandemic.

The study has adopted a mixed-method approach using semi-structured interviews and a questionnaire to explore PMT constructs' impact on women's feelings while seeking information on COVID-19. Several tests, such as standard deviation, mean, skewness, kurtosis and persons, were used to check the reliability of data and inter-relationships between constructs.

The study results show a significant positive correlation between PMT constructs (perceived vulnerability, perceived severity, response efficacy, self-efficacy and response cost) with the feelings of Arab women during information seeking on COVID-19. However, the relationship between threat appraisal and feelings during information seeking was more substantial than coping appraisal and feelings during information seeking. The researchers hope that this study creates a baseline of cross-cultural studies on PMT constructs' effect on women's feelings while seeking health information.

The current study was conducted on female participants only. While the study intended to examine Arab women's feelings during information seeking with PMT's application, the results may be affected by other factors that were not considered in the current study. Furthermore, the questionnaire was distributed in three Arab countries, which means that the results cannot be generalized in other geographical contexts. Therefore, similar studies need to be conducted in larger geographical areas as cultural factors may produce different results.

This study explores women's feelings while seeking COVID-19 information using the PMT constructs. As far as we know, this study is the first study to investigate Arab women's feelings while seeking health information during pandemics. PMT utilization is considered a new approach to discover and measure informational needs and feelings associated with it during pandemics.

The purpose of this paper is to study the impact of the 2016 presidential election polls on the stock market.

The empirical model includes daily stock returns as the dependent variable and past asset prices, 10-year treasury rates, opinion polls and VIX (market uncertainty) as explanatory variables with a one-year lag. The model was estimated using two sets of daily polling data: from July 1, 2015, to November 8, 2016, and from June 1, 2016, to November 8, 2016. Additional descriptive statistics, such as means and standard deviations, were also calculated.

The estimated results did not reveal any statistically significant effects of opinion polls in favor of one candidate over another on stock returns. Simple statistical tests, however, show that the market performed better when Trump held a polling advantage over Clinton.

To the best of the authors’ knowledge, this is the only study that has examined the effects of the 2016 presidential election polls on the US stock market. This study adds value to the understanding of the relationship between election polls and the stock market in the USA.

Creativity is nowadays seen as a desirable goal in higher education. In artistic disciplines, creative processes are frequently employed to assess or evaluate different students' skills. The purpose of this study is to identify potential pitfalls for students involved in artistic practices in which being creative is essential.

Three focus groups involving Education Faculty members from different artistic disciplines allowed for the identification of several constraints when creativity was invoked. This initial study used a quantitative approach and took place in the “Universitat de Vic” (Catalonia, Spain).

Findings suggest a correlation with existing literature and simultaneously point at some nuances that require consideration: emerging aspects embedded in creative processes that may help decrease some limiting effects that being creative can generate.

The main limitations of this research derive from the very nature of the methodological approach. Focus group has been the single used source. Other means of collecting data, such as the analysis of programs, could be used in the future.

This case study, while culturally specific, offers a useful insight into the potential of further work in non-artistic disciplines but crucially across disciplines. It has tremendous value for the development of intercultural understanding in the higher education sector, specifically in terms of assessment.

Although organizations are investing heavily in digital transformation (DT) of the sales function, implementation and exploitation at the sales force level are ongoing challenges. As sales managers serve as conduits of influence between top management and the sales force, the success of strategic initiatives, such as DT, hinges heavily on leveraging their influence to promote change adoption at the sales force level. Accordingly, this research is guided by the research question: how can sales organizations secure the buy-in of sales managers and induce their championing behaviors directed toward the sales force?. The purpose of this paper is to investigate how organizational and psychological resources influence sales managers' DT change champion through their change readiness.

Construing DT in sales as an organizational change that creates contextual job demands, the theoretical framework offers several hypotheses linking organizational and personal resources with sales managers’ change readiness and championing behaviors. The perceived impact of change is included as a moderating variable. Using data from a sample of 176 business-to-business sales managers, the hypotheses are tested using partial least squares structural equation modeling.

The authors demonstrate that two change-related organizational resources (change communication and change mobilization) and a personal psychological resource (psychological capital) facilitate sales managers’ emotional and cognitive change readiness, which, in turn, enhances their championing behaviors toward DT initiatives. Further, the authors find that perceived change impact augments the effects of organizational and psychological resources on change readiness, thus highlighting the importance of effective positioning of the outcomes of change.

This study provides practitioners with actionable guidance on securing the buy-in of sales managers for change initiatives such as DT. Specifically, communication and mobilization are critical inducements. Managers who score high on psychological capital can be targeted as change agents. Further, the impact of change needs to be framed positively, as the resultant perceptions magnify the effects of organizational resources.

While prior research has examined salespeople’s response to change, very little is known about the antecedents of change readiness and championing behavior among sales managers. Based on the results, the authors identify theoretical and managerial implications as well as future research directions.