A space to explore, share and shape the issues facing social and behavioral scientists
Positive resilience — the ability to overcome challenges without taking unfair advantage of others — is a key trait that should be present in an organization’s response to a crisis.
Desmond T. Ayentimi, a senior lecturer of management at the Tasmanian School of Business and Economics, University of Tasmania, reflects on his most recent paper, “Decent Gig Work in sub-Saharan Africa.”
Matthew CB Lyle recounts the journey behind his co-authored qualitative methods paper and the uphill trek it represented because, as he puts, ‘I didn’t know anything when I started.’
One of the currently raging issues in the management field has to do with the use of “templates” in qualitative research.
Brian Richardson, an associate professor at the University of North Texas and specialist in crisis communication and whistleblowing research, discusses the impacts of whistleblowing on familial relationships and answers questions about his paper “Death Threats don’t Just Affect You, They Affect Your Family”: Investigating the Impact of Whistleblowing on Family Identity
Jeremy Mackey, an associate professor of management at Auburn University, discusses the importance of interdisciplinary research and answers questions about the paper, “Musing about Interdisciplinary Research: Is Interdisciplinary Research Amusing or Bemusing?”
The authors found the unique conditions of working during the pandemic created a natural portal into understanding remote work habits.
To maximize skilled migrants’ contributions to the professional society of the host economy, Leila Afshari writes, there is a need for mutual understanding of their potentials and the career options available for them in the society.
Business schools and universities across the world are being swept up by a diversified array of decolonizing movements in response […]
What if we were able to predict which teams are capable of amazing levels of effectiveness even before they’ve had enough time to generate measurable performance?
Writing from Australia, which has one of the highest rates of casual employment in the world, the authors look at how employers’ quest for flexibility harms the so-called ‘casual’ workforce.
The faces of power theory many presume to be universally applicable actually indicate cultural bias, the authors write, as those faces prioritize individualistic and active as opposed to more collectivist and passive dynamics.
