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This study aims to introduce management students to climate change by providing them with an opportunity to address it in their own lives, through a class exercise.

An in-class exercise was designed, carried out and described in this study. Student teams were assigned different questions on how to address major causes of climate change. Each team did research to generate answers, and ranked their answers based on the speed of implementation. Teams reported their answers to the class. The instructor facilitated a debriefing session, during which all responses were ranked with respect to other variables, including cost savings, time savings and lifestyle fit. This exercise uses few resources and can be adapted to different time lengths and teaching/learning formats (e.g. on-ground, virtual, asynchronous online).

This exercise can help students to gain an understanding of climate change and its causes and complexities. Students learn how to implement a diverse set of personal actions to mitigate climate change; these can start in the present and continue throughout their lives. In addition, this exercise may help students to make the leap from individual climate change mitigation practices to organizational and societal practices, when they are in the position to do so as future leaders.

Although classes, exercises, and assignments ask management students to consider issues such as climate change at the organizational level, this individual-level exercise can allow students with limited organizational experience to engage more quickly with climate change and better understand organizational and societal implications in the future. That is, if students first understand how to address climate change in their own lives, they may more effectively transfer and apply that understanding at organizational and societal levels and ultimately synthesize solutions to address climate change in the world.

This chapter examines the perceived socio-cultural impacts of relocation to Fiji through the lens of target communities in Kiribati. Findings based on the perceptions of Kiribati communities reveal that relocation is the last ‘adaptation resort’ to escape and offset individual losses caused by climate change. It is viewed as an option that will compromise their socio-cultural practices and values in the long term. This study indicates that attention should not be focused only on factors that drive human relocation but should also prioritise justifications of those who choose not to relocate. This approach will better serve community expectations for in-country climate change adaptation and help shape future strategies and/or policies on climate change-driven relocation. Finally, policies and adaptation initiatives should be holistically framed; integrating values that are important to grassroots level such as socio-cultural values; and spiritual and mobility concerns for informed decision-making at all levels.

This chapter discusses how society can be more involved in climate research and policy as a more socially equitable and just way of tackling future climate impacts through the lens of education. The first section discusses previous and contemporary social and political conditions in relation to increased and more equitable and just citizen engagement in climate action in the science–policy domain. The second section then explores how collaborative education approaches through Education for Sustainable Development (ESD) can be ramped up to catalyse increased citizen engagement in climate action. The chapter concludes by critically discussing future directions for research in ESD and climate change as a more inclusive and just form of climate governance.

Purpose: This chapter discusses the need for climate change risk mitigation and why it is not the responsibility of Central Banks to mitigate climate change risk.

Methodology: This chapter uses critical discourse analysis to explain why central banks should not have the responsibility for climate change risk mitigation.

Findings: This chapter argues that the responsibility for managing climate change risk should lie with elected officials, other groups and institutions but not Central Banks. Elected officials, or politicians, should be held responsible to deal with the consequence of climate change events. Also, international organizations and everybody can take responsibility for climate change while the Central Bank can provide assistance – but Central Banks should not lead the climate policy making or mitigation agenda.

Implication: The policy implication is that the responsibility for climate change risk mitigation should be shifted to politicians who are elected officials of the people. Also, international climate change organizations or groups can take responsibility for mitigating the climate change risk of member countries. Finally, citizens in a country or region should have equal responsibility for climate change. Climate information should be provided to every citizen to help them prepare for future climatic conditions.

Originality: This chapter propagates the idea that Central Banks should take a lead role in dealing with the problems of climate change. This chapter is the first chapter to contest a Central Bank-led climate change risk mitigation agenda.

Climate change is emerging as an important issue increasing uncertainty in the business circle, and financial institutions through their inaction seem to be unmoved by climate change risk despite the potential for climate change events to affect the financial institutions and the financial system. In this chapter, the effect of climate change on financial institutions and the financial system are highlighted and discussed.

A workplace bullying dynamic involving multiple individuals targeting victims can lead to the victim losing emotional bonds or affect-based trust with their colleagues, resulting in employee silence. The literature has largely ignored this negative aspect of social dynamics. This study aims to examine the relationship between workplace bullying and employee silence behaviors and determine whether affect-based trust mediates this relationship and whether climate for conflict management moderates the mediated relationship.

Hypotheses are tested using surveys and scenario-based experiments among faculty members in Indian Universities. There were 597 participants in the survey and 166 in the scenario-based experiment.

Results revealed that workplace bullying correlated positively with silence behaviors, and affect-based trust mediated the bullying-silence relationship. The hypothesized moderated mediation condition was partially supported as moderated the mediating pathway, i.e. indirect effects of workplace bullying on defensive silence and ineffectual silence via affect-based trust were weaker for employees with high climate for conflict management. However, the study failed to support the moderation of climate for conflict management in the relationship between workplace bullying and affect-based trust and workplace bullying and relational silence. The results of this moderated effect of climate for conflict management were similar in both studies.

This study is one of the few attempts to examine employee silence in response to workplace bullying in academia. Additionally, the study revealed a critical area of trust depletion associated with bullying and the importance of employee perceptions of fairness toward their institutions’ dispute resolution processes.

This study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It seeks to understand how personal psychological resources contribute to team resilience and explore the dynamic evolution mechanism of team resilience. The goal is to enhance team resilience among expatriates in a BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, where organizations face volatile and uncertain conditions.

An online survey was applied for data collection, and 315 valid samples from Chinese expatriates in international construction projects were utilized for data analysis. A structural equation model (SEM) examines the relationships between personal psychological resources and team resilience. The study identifies five psychological factors influencing team resilience: Employee Resilience, Cross-cultural Adjustment, Self-efficacy, Social Support, and Team Climate. The hypothesized relationships are validated through the SEM analysis. Additionally, a fuzzy cognitive map (FCM) is constructed to explore the dynamic mechanism of team resilience formation based on the results of the SEM.

The SEM analysis confirms that employee resilience, cross-cultural adjustment, and team climate positively impact team resilience. Social support and self-efficacy also have positive effects on team climate. Moreover, team climate is found to fully mediate the relationship between self-efficacy and team resilience, as well as between social support and team resilience. The FCM model provides further insights into the dynamic evolution of team resilience, highlighting the varying impact effects of antecedents during the team resilience development process and the effectiveness of different combinations of intervention strategies.

This study contributes to understanding team resilience by identifying the psychological factors influencing team resilience in expatriate project management teams. The findings emphasize the importance of social support and team climate in promoting team resilience. Interventions targeting team climate are found to facilitate the rapid development of team resilience. In contrast, interventions for social support are necessary for sustainable, long-term high levels of team resilience. Based on the dynamic simulation results, strategies for cultivating team resilience through external intervention and internal adjustment are proposed, focusing on social support and team climate. Implementing these strategies can enhance project management team resilience and improve the core competitiveness of contractors in the BANI era.

The library is one of the critical foundations of informing and educating the public, and it should fulfil its function in the community, which is disseminating knowledge effectively. The library must have a dynamic space and an appropriate atmosphere to do this. Also, librarians should assist clients outside of stressful work environments. This study aimed to examine the association between organizational climate and job burnout in the hospital and college libraries of Shahid Beheshti University of Medical Sciences.

This study is a cross-sectional survey. The population includes all librarians working in the college and hospital libraries of Shahid Beheshti University of Medical Sciences. Two questionnaires, including organizational climate “ClimateQUAL” and job burnout “Maslach and Jackson”, were applied to collect data. It was hypothesized that there is a correlation between the organizational climate and the burnout of librarians.

The findings revealed that the organizational climate and job burnout are not in a favourable situation, with average scores of 4.70 and 2.50, respectively. Furthermore, there is a significant statistical relationship between organizational climate and job burnout (p-value<0.001).

Knowledge of the significant relationship between the organizational climate and job burnout in medical libraries may encourage policymakers to make more efforts to provide their staff with a better climate and less burnout. Regarding that it is crucial to enhance the existing condition in medical libraries, the findings of the present study suggest that policymakers should be conscious of improving the current condition, which could lead to promoting patrons’ satisfaction and productivity in the mentioned libraries.