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This study aims to examine the extent to which “What Works” reviews in youth justice enable understanding of the features of effectiveness (what works, for whom, in what circumstances and why?) specified in the Effects–Mechanisms–Moderators–Implementation–Economic cost (EMMIE) framework.

The EMMIE framework examined findings within a sample of “What Works” style reviews of preventative youth justice intervention effectiveness.

“What Works” style reviews of evaluations of preventative youth justice interventions often omit the requisite details required to examine all of the necessary elements of effectiveness contained within the EMMIE framework. While effectiveness measures were typically provided, the dominant evaluation evidence-base struggles to consider moderators of effect, mechanisms of change, implementation differences and cost-effectiveness. Therefore, “What Works” samples cannot facilitate sufficient understanding of “what works for whom, in what circumstances and why?”. The authors argue that Realist Synthesis can fill this gap and shed light on the contexts that shape the mechanisms through which youth justice interventions work.

The authors extended the approach adopted by an earlier review of effectiveness reviews (Tompson et al., 2020), considering more recent reviews of the effectiveness of preventative interventions using the EMMIE framework. Unlike previous reviews, the authors prioritised the utility of the EMMIE framework for assessing the factors affecting the effectiveness of preventative interventions in youth justice.

This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused inclusion through which team members’ cognitive diversity was expected to elevate their positive work outcomes.

A quantitative method is used to accumulate the data. The authors surveyed workers and their respective managers at a single China-based food company. The supervisors rated the outcome variables (creativity and team effectiveness) regarding their employees, whereas employees were asked to rate the cognitive diversity, inclusion and knowledge sharing within the workgroup. The final valid sample size (n = 391) consisted of 137 workgroups with an adequate response rate (62.3%).

Cognitive diversity is related to team effectiveness but not creativity. The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing. Inclusion, likewise, explained the impact of cognitive diversity on effectiveness.

The originality of the current research lies in its contemporary exploration of inclusion and cognitive diversity and their pathways to team creativity and effectiveness. The social capital theory was applied to explain the proposed relationships.

The COVID-19 pandemic pushed organizations across the world to suddenly adopt work from home at a mass scale to maintain business continuity. This study aims to investigate the influence of lack of social interaction in work from the home arrangement on employee work effectiveness.

The data were analysed using the partial least square (PLS) structural equation modelling (SEM) approach, a nonparametric method based on total variance, through SmartPLS software 3.0. The data were collected from 399 participants in India using the snowball sampling technique. The target populations were the people who were working from home due to the pandemic and by asking them to forward the survey link in their network.

The results suggest that social interaction has a significant positive impact on work effectiveness. However, this impact is not affected by the employee's perceived benefits of maintaining social distancing during the pandemic. The study also found that social interaction is important for both genders and found no significant difference in the relationship between social interaction and work from home effectiveness for male and female employees.

This study will be useful for human resource practitioners and managers as they build strategies to adopt work from home as a regular practice even in non-pandemic situations.

This study is the first to examine the influence of lack of social interaction on the work from home effectiveness during the COVID-19 times. It examines the moderating role of the perceived benefits of maintaining social distancing and gender on the effect of lack of social interaction as a barrier to work from home effectiveness.

Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced.

Working-from-home (WFH) practice has been adopted by many companies of a variety of industries in a diverse manner; however, it is not until the recent outbreak of the coronavirus disease 2019 (COVID-19) pandemic WFH gains worldwide popularity. With so many different views out there and based on work–family balance theory, this study aims to find out the factors which affect peoples' WFH effectiveness and whether they want the extended WFH practice when the pandemic crisis is over.

This paper adopted an online survey approach by posting questionnaires on the university website and different social media channels to collect views from full-time Hong Kong workers who have had WFH experience during the coronavirus outbreak. A total of 1,976 effective responses were collected for the data analysis.

The findings of this study indicate that WFH effectiveness is improved by personal and family well-being but reduced by environmental and resource constraints. When workers are experiencing higher WFH effectiveness, they have a higher preference for WFH even after the pandemic; the female workers preferred WFH twice per week, while the male workers more often preferred WFH once per week. Finally, workers from the management and the self-employed levels demonstrated a lower preference for WFH, compared to the front-line and middle-grade workers.

This paper fulfils to provide a timely reflection on workers' post-pandemic WFH preference, the factors affecting their WFH effectiveness and the demographic differences inducing to the differentiated preferences.

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team (SMWT) effectiveness. Supervisory encouragement, team member goal orientation, and work team behaviors are included in a conceptual model of work team effectiveness. Propositions addressing the relationships between goal orientation, encouraging supervisory behaviors, and self‐managed work team effectiveness are offered and practical implications addressing the usage of goal orientation as a selection tool for self‐managed work teams and the need for external supervisors to encourage certain work team behaviors to promote work team effectiveness are discussed.

Despite the considerable attention given to managers and their effectiveness in the last few decades, a great deal of confusion and concern still surrounds the subject. Recently, attention has been drawn to the importance of the role of the public sector to the realisation of the growth and development of the developing world. This paper is based on the findings of a research project which was funded by ESCOR, The Department of International Development, and was carried out in the Ministry of Environment and Science and Technology in Ghana. The study aimed to identify the causal and behavioural influences which determine the managerial effectiveness of senior managers in the public sector. The results point to the presence of factors which constitute “parameters” of effectiveness at work. It concludes that a better understanding of the subject requires attention to the senior managers’ “choice” and “meaningful actions”, within an open system context.