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This paper aims to examine the learning gained from the evolving adjustment experiences of co-workers in moving to home-based working during the COVID-19 pandemic and the influence of these experiences on re-adjusting to return to co-working.

Results of a longitudinal qualitative study are reported where a group of co-workers were interviewed on three occasions between 2019 and 2022. Experiences are analysed alongside the adjustment to the remote work model using a boundary management lens.

The main adjustment experiences were in work location, temporal structures, professional and social interactions, and a new adjustment area was identified around family role commitment that emerged in the home-based setting. Boundary management practices were temporal, behavioural, spatial and object-related and evolved with the unfolding of adjustment experiences. A return to using co-working spaces was driven by the need for social interaction and spatial boundaries but affected by the requirement for increased privacy.

This paper will help workplace managers to understand adjustment experiences and develop facilities that will support a positive shared working environment not fulfilled through home-based working.

Although many workers abruptly transitioned to home-based working during the pandemic, this research considers those who would normally choose to work in a community-centred working environment rather than being home-based. As such, their experience of adjustment is of greater interest, particularly in terms of their expectations for shared working spaces.

We consider how the commercialization of social ventures may result from their founders’ personal experiences of commercial organizing. Building on theories of individual imprinting, we theorize that the commercialization of social ventures is influenced by two types of commercial experience: parental imprinting from the commercial work experience of a founder’s parents, and work imprinting from a founder’s professional experience within for-profit organizations. We find support for our theory based on analysis of a novel dataset of over 2,000 nascent social ventures and their founders. We further find that the marginal effects of additional work imprinting from a founder’s commercial experience decline with the longevity of this experience. We discuss implications of our findings for literatures on social ventures, imprinting, and hybrid organizations.

The sawmill shootings in British Columbia, Canada, resulted in fatalities and grievous injuries to workers, which have put a sensational face on workplace violence in the forestry sector. Yet, for all of the attention devoted after this horrific incident, to the growth and possible consequences of workplace violence, little empirical investigation has been done regarding the extent to which this type of violence may have permeated the sawmill forestry workplace in Canada; employees' experiences of workplace violence; employees' definition of workplace violence; the specific type of violence that occurs in sawmills; and the drivers of workplace violence as experienced and perceived by managers, union, and employees in the forestry sector context in British Columbia, Canada.

This research critically explores these questions to better understand employees' experiences of workplace violence, the problems of violence and its implications for workplace stress, well-being, leadership, and corporate governance. This research contributes to the workplace violence body of knowledge as it relates to employment in the forestry sector in British Columbia, Canada.

A mixed methodological approach was adopted using 367 questionnaire survey, 20 telephone interviews, and 2 focus groups lasting 45–60 minutes (managers and employees) were used to focus on managers, union, and employees' accounts of their own experiences and perceptions of workplace violence.

The analysis of the data in this study lends support to the conclusion that workplace violence waged against workers in the forestry sector is significantly different than the violence being perpetrated in other sectors and work settings. The findings further suggest that forestry workers work environment, communities, and activity contributes meaningfully to the differences in workplace violence experienced by Sawmill employees.

Insights obtained from this research can be used to develop educational tools and resources, and new policies to foster workplace practices conducive to reducing drivers to workplace violence, towards a more respectful workplace and overall employee well-being.

Work experience is increasingly seen as an important complement to traditional higher education. There are a variety of forms of these educational programs, such as internships, sandwich programs, field work, and cooperative education, that are referred to generically as Work-Integrated Learning (WIL). As yet, however, there is relatively little research on the concept of work experience and considerable inconsistency in its definition and measurement. This chapter describes some of the research and writing from the industrial and organizational psychology field and its relevance to WIL. Based on the previous work, a model of work experience, specifically developed to aid our understanding of the role of work experience in WIL, is proposed. Three dimensions are suggested: level of specificity (task, job, organization, and career), measurement mode (number, time, relation to program, density, timing, and type), and version of WIL (cooperative education, sandwich, etc.). The model also includes individual factors and contextual factors as influences on work experience. Both immediate and secondary outcomes are described. Finally, the applicability of the model to several examples of WIL research are discussed and suggestions for future research are offered.

Drawing insights from Piaget's theory of cognitive development and exploring their applicability to working adults while assessing the role of tenure, as appreciated by multiple studies associated with adaptability and openness, the current study examines the influence of work experience in the relationship between an individual's adaptability and openness to people's ideas in the context of the Indian workplace. The study followed a cross-sectional survey-based design, and data were gathered from 202 junior, middle and senior executives from Indian manufacturing and service organizations. Using PROCESS macro in SPSS, the moderating effect of work experience on the linkage between adaptability to situations and openness to people's ideas was examined. The study results depicted that adaptability to situations is positively associated with a person's openness to people's ideas. Such a result indicates that promoting adaptability among employees could lead to openness in behaviour towards ideas of their colleagues and other people, which may promote team cohesiveness and learning in the long run. Also, the work experience of employees was found to be moderating the relation between adaptability and openness such that the increasing years of work experience tend to enhance the positive relationship between adaptability and openness. These results suggest that as the work experience increases, the positive association between adaptability and tendency to be open towards people's ideas strengthens. Further, the implications for the domains of research and practice, limitations of the study and directions for future studies have been discussed.

There is an essential link between the success of hospitality organizations and the availability of appropriate labor resources, making employee attraction a critical concern for the industry. The purpose of this chapter is to investigate the role of work experience, both inside and outside the hospitality industry, in shaping students’ attitudes toward hospitality careers. The study was conducted on the group of 338 undergraduates and graduates enrolled in tourism and hospitality studies in Poznan, Poland. The findings suggest that work experience displays a stronger relationship with preferred than with perceived job and organization attributes. It is also related to perceptions of hospitality career attractiveness both in the long and in the short run as well as to intentions to apply for a job after graduation. The results underline the importance of providing students with quality work experience by the hospitality industry stakeholders as it can influence future career decisions.

We review 25 years of research on expatriate experiences concentrating on expatriate adjustment as a central construct, and relying on a general stressor-stress-strain framework. First, we consider who expatriates are, why their experiences differ from domestic employees, and what adjustment is. Conceptualizing (mal)adjustment in terms of stress, we next review the stressors and strains associated with it. Consolidating the wide range of antecedents (anticipatory and in-country) that have been studied to date, we note major patterns of effects and their implications for how HR managers can facilitate adjustment. Although relatively less research has focused on the consequences of adjustment, enough evidence exists to establish a bottom-line impact of poor adjustment on performance. To stimulate future efforts to understand the experiences of expatriates, we discuss the challenges and opportunities of continuing down this road of research.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.