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The purpose of this paper is to understand the implications of anticipated discrimination for women and racial minorities when they lose out on an opportunity for a promotion to a similarly qualified non-minority colleague.

A sample of 248 participants who were full-time working adults residing in the USA were randomly assigned to one of four versions of the scenario in which a coworker was either a White male, a White female, a Black male or a Black female coworker is offered a desired promotion. Participants reported on the extent to which they anticipated discrimination (i.e. expect discriminatory behaviors enacted toward them in the future) in the hypothetical workplace.

Women and racial minorities reported anticipated discrimination at greater levels than non-minorities when passed over for a promotion. The authors also found that intersectionally stigmatized, racial minority women reported the highest levels of anticipated discrimination.

The authors recommend transparent and honest communication about organizations’ decision-making processes that have career-related implications for underrepresented populations. Doing so may help alleviate concerns or perceptions that employees may have in regard to organizational practices being (intentionally or unintentionally) discriminatory.

While research has examined the psychological implications of receiving a promotion, substantially less work has focused on the characteristics of the promoted coworker or considered how those characteristics shape perceptions of anticipating discrimination.

The authors aim to broaden the understanding of incivility through the lens of bystanders who witness incivility toward women. Integrating attributional ambiguity and emotional contagion theories with the literature on workplace mistreatment, the authors propose that witnessing incivility toward women may negatively impact bystanders.

The authors collected multi-wave data from 324 employees to assess the consequences of witnessing incivility toward women at work for bystanders.

Utilizing a serial mediation model, the authors found evidence that witnessing incivility toward women indirectly increased turnover intentions six weeks later, first through elevated negative affect and then through increased cognitive burnout.

Taken together, this study's findings suggest that the negative effects of incivility toward women can spread to bystanders and highlight the importance of considering individuals who are not directly involved, but simply bear witness to incivility at work.

Anecdotal and survey reports indicate that nurses are suffering increased stress and burnout due to the coronavirus disease (COVID-19) pandemic. Therefore, this study investigated two forms of passion, harmonious and obsessive passion, as resources that may indirectly predict two forms of burnout, disengagement and exhaustion, through the mediator of job stress.

The authors tested their hypotheses in a mediation model using a sample of nurses surveyed at three timepoints during the COVID-19 pandemic.

As hypothesized, harmonious passion indirectly decreased disengagement and exhaustion by decreasing job stress. Contrary to authors’ hypotheses, obsessive passion also indirectly decreased (rather than increased, as hypothesized) both disengagement and exhaustion by decreasing job stress. Harmonious, but not obsessive, passion, was significantly negatively directly related to disengagement and exhaustion.

Data were collected during the COVID-19 pandemic, which may have impacted nurses’ work environments and their willingness to respond.

This study extends conservation of resources theory to conceptualize harmonious and obsessive passion as resources with differing outcomes based on their contrasting identity internalization, per the Dualistic Model of Passion. This study also operationalizes burnout more comprehensively by including cognitive and physical exhaustion along with emotional exhaustion, as well as disengagement. By collecting responses at three timepoints, this study provides a more robust test of causality than previous work examining passion and burnout.

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.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.