Aim/Purpose: This research aims to analyze the effect of human resource management on humanitarian operations performance, using humanitarian organizations in Malaysia as a case. Background: Humanitarian organizations need to develop and continue effective on-the-job human resource management, such as training and development and managing employee performance to enhance the performance of their humanitarian operations. Methodology: The sampling technique that was conducted is probability sampling. In particular, the technique is called stratified sampling. This technique is chosen because it is involving the division of a population into a smaller group, called “strata”. The questionnaire survey was distributed to humanitarian organizations in Malaysia to collect research data, and PLS-SEM analysis was conducted to validate the conceptual model. Contribution: This research focuses on the effect of human resource management on humanitarian operations performance in humanitarian organizations with consistent training to ensure successful humanitarian operations. Findings: The results of PLS-SEM analysis confirmed that Training and Employee Development, Recruitment and Employee Selection, and Communicative Management Style are significantly correlated with humanitarian operations performance, giving 75.7% variations which means that these human resource management are critical factors for increasing humanitarian operations performance in Malaysian humanitarian organizations. Recommendations for Practitioners: This research will enhance humanitarian operations performance for humanitarian organizations, in-line policies outlined under the Malaysia National Security Council Directive No. 20, and benefit the field of disaster management. Recommendation for Researchers: This research can be used by the authorized individual involved in humanitarian operations to satisfy the needs of the victims, which ultimately contributes to the performance of these humanitarian organizations. Impact on Society: This research highlighted the human resource management that is vital for humanitarian organizations, which will increase humanitarian operations performance in an organization. Future Research: This study is conducted in the context of humanitarian organizations in Malaysia. It is unclear whether the key findings of this study can be generalized. Therefore, it is suggested that, in future research, the current research model should be extended to include different countries for validation.

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Aim/Purpose. COVID-19 was an unprecedented disruptive event that accelerated the shift to remote work and encouraged widespread adoption of digital tools in organizations. This empirical study was conducted from an organizational-strategic perspective, with the aim of examining how the COVID-19 pandemic outbreak affected employees’ use of organizational information systems (IS) as reflected in frequency. Background. To date, only a limited effort has been made, and a rather narrow perspective has been adopted, regarding the consequences of the adoption of new work environments following COVID-19. It seems that the literature is lacking in information regarding employee use of organizational IS since the outbreak of the pandemic. Specifically, this issue has not yet been examined in relation to employees’ perception about the organization’s digital efforts and technological maturity for remote work. The present study bridges this gap. Methodology. The public sector in Israel, which employs about a third of the Israeli work-force, was chosen as a case study of information-intensive organizations. During the first year of COVID-19, 716 questionnaires were completed by employees and managers belonging to four government ministries operating in Israel. The responses were statistically analyzed using a Chi-Square and Spearman’s Rho tests. Contribution. Given that the global pandemic is an ongoing phenomenon and not a passing episode, the findings provide important theoretical and practical contributions. The period prior to the COVID-19 pandemic and the period of the pandemic are compared with regard to organizational IS use. Specifically, the study sheds new light on the fact that employee perceptions motivated increased IS use during an emergency. The results contribute to the developing body of empirical knowledge in the IS field in the era of digital transformation (DT). Findings. More than half of the respondents who reported that they did not use IS before COVID-19 stated that the pandemic did not change this. We also found a significant positive correlation between the perception of the digital efforts made by organizations to enable connection to the IS for remote work and a change in frequency of IS use. This frequency was also found to have a significant positive correlation with the perception of the organization’s technological maturity to enable effective and continuous remote work. Recommendations for Practitioners. In an era of accelerating DT, this paper provides insights that may support chief information officers and chief digital officers in understanding how to promote the use of IS. The results can be useful for raising awareness of the importance of communicating managerial messages for employees regarding the organizational strategy and the resilience achieved through IS not only in routine, but also in particular in emergency situations. Recommendations for Researchers. Considering that the continual crisis has created challenges in IS research, it is appropriate to continue researching the adaptation and acclimation of organizations to the “new normal”. Impact on Society. The COVID-19 pandemic created a sudden change in employment models, which have become more flexible than ever. The research insights enrich the knowledge about the concrete consequences of this critical change. Future Research. We suggest that researchers investigate this core issue in other sectors and/or other countries, in order to be obtain new and complementary empirical insights on a comparative basis.

Aim/Purpose: The use of digital technology, such as an electronic records management system (ERMS), has prompted widespread changes across organizations. The organization needs to support its operations with an automation system to improve production performance. This study investigates ERMS’s potentiality to enhance organizational performance in the oil and gas industry. Background: Oil and gas organizations generate enormous electronic records that lead to difficulties in managing them without any system or digitalization procedure. The need to use a system to manage big data and records affects information security and creates several problems. This study supports decision-makers in oil and gas organizations to use ERMS to enhance organizational performance. Methodology: We used a quantitative method by integrating the typical partial least squares (SEM-PLS) approach, including measurement items, respondents’ demographics, sampling and collection of data, and data analysis. The SEM-PLS approach uses a measurement and structural model assessment to analyze data. Contribution: This study contributes significantly to theory and practice by providing advancements in identity theory in the context of big data management and electronic records management. This study is a foundation for further research on the role of ERMS in operations performance and Big Data Management (BDM). This research makes a theoretical contribution by studying a theory-driven framework that may serve as an essential lens to evaluate the role of ERMS in performance and increase its potentiality in the future. This research also evaluated the combined impacts of general technology acceptance theory elements and identity theory in the context of ERMS to support data management. Findings: This study provides an empirically tested model that helps organizations to adopt ERMS based on the influence of big data management. The current study’s findings looked at the concerns of oil and gas organizations about integrating new technologies to support organizational performance. The results demonstrated that individual characteristics of users in oil and gas organizations, in conjunction with administrative features, are robust predictors of ERMS. The results show that ERMS potentiality significantly influences the organizational performance of oil and gas organizations. The research results fit the big ideas about how big data management and ERMS affect respondents to adopt new technologies. Recommendations for Practitioners: This study contributes significantly to the theory and practice of ERMS potentiality and BDM by developing and validating a new framework for adopting ERMS to support the performance and production of oil and gas organizations. The current study adds a new framework to identity theory in the context of ERMS and BDM. It increases the perceived benefits of using ERMS in protecting the credibility and authenticity of electronic records in oil and gas organizations. Recommendation for Researchers: This study serves as a foundation for future research into the function and influence of big data management on ERMS that support the organizational performance. Researchers can examine the framework of this study in other nations in the future, and they will be able to analyze this research framework to compare various results in other countries and expand ERMS generalizability and efficacy. Impact on Society: ERMS and its impact on BDM is still a developing field, and readers of this article can assist in gaining a better understanding of the literature’s dissemination of ERMS adoption in the oil and gas industry. This study presents an experimentally validated model of ERMS adoption with the effect of BDM in the oil and gas industry. Future Research: In the future, researchers may be able to examine the impact of BDM and user technology fit as critical factors in adopting ERMS by using different theories or locations. Furthermore, researchers may include the moderating impact of demographical parameters such as age, gender, wealth, and experience into this study model to make it even more robust and comprehensive. In addition, future research may examine the significant direct correlations between human traits, organizational features, and individual perceptions of BDM that are directly related to ERMS potentiality and operational performance in the future.

Aim/Purpose: The aim of the research was to examine the relationship between the sub-dimensions of organizational culture perceptions, such as task culture, success culture, support culture, and bureaucratic culture and job motivations of ISMEK Lifelong Learning Center teachers. Background: It is thought that if teachers’ perceptions of organizational culture and levels of job motivation are assessed and the effects of school culture on the motivation level of teachers investigated, solutions to identified problems can be developed. Methodology: The study was conducted using survey research. The sample population consisted of 354 teachers working for the Istanbul Metropolitan Municipality’s Lifelong Learning Center (ISMEK). The personal information form prepared by the researchers, the School Culture Scale developed by Terzi (2005) and the Job Motivation Scale developed by Aksoy (2006) were administered to the teachers. Contribution: This study will contribute to research on the job motivations of teachers involved in adult education. Findings: The findings indicated that task culture differs according to gender. Teachers report high levels of job motivation, but job motivation varies with gender, education level, and number of years working at the ISMEK Lifelong Learning Center. A significant relationship was found between sub-dimensions of organizational culture and job motivation. Organizational culture explains more than half of the change in job motivation. The sub-dimensions of organizational culture, task culture, achievement culture, and support culture were found to be significantly predictive of job motivation. Recommendations for Practitioners: In order to increase motivation of teachers, a success-oriented structure should be formed within the organization. It is necessary for teachers and managers to support each other and to establish a support culture in their institutions. In order to establish a culture of support, managers need to receive in-service training. Recommendation for Researchers: This study was carried out in the ISMEK Lifelong Learning Center and similar studies can be done in classrooms, training centers, and study centers. Impact on Society: Teachers working in adult education should be afforded a more comfortable working environment that will positively impact job motivation, resulting in a higher quality of education for students. Therefore, this research may contribute to an increase in the number of students who engage in lifelong learning opportunities. Future Research: This qualitative study utilized a relational survey model. A more in-depth qualitative study employing observation and interviews is warranted.

The privacy of personal information is an important area of focus in today’s electronic world, where information can so easily be captured, stored, and shared. In recent years it has regularly featured as a topic in news media and has become the target of legislation around the world. Multidisciplinary privacy research has been conducted for decades, yet privacy remains a complex subject that still provides fertile ground for further investigation. This article provides a narrative overview of the nature of information privacy, describing the complexities and challenges that consumers and organizations face when making decisions about it, in order to demonstrate its importance to both groups. Based on this work, we present a transdisciplinary view of information privacy research linking the consumer and organization. It illustrates areas of concern for consumers and organizations together with the factors that influence the decisions they make about information privacy. By providing such a view we hope to encourage further cross-disciplinary research into this highly pertinent area.

The main aim of this paper is to provide a theoretically and empirically grounded discussion on IT-based organizational creativity support. This study attempts to answer the following questions: (1) what is the issue of organizational creativity and its IT-based support, (2) what is the demand for IT –based organizational creativity support; (3) what are the main determinants and barriers to IT-based organizational creativity support; and (4) what success factors are crucial for IT-based organizational creativity support. This paper presents the analysis results of a survey conducted in 25 selected organizations. The paper provides valuable information on the possibilities of IT applications in organizational creativity support as well as the associated success factors. It makes useful contribution to our better understanding of IT-based organizational creativity support issues.

Aim/Purpose. This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background. While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology. A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution. The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings. The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners. There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers. The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society. Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research. Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues.

Aim/Purpose: The aim of the present paper is to present a Noise Decision (ND) scale. First, it reports the development and validation of the instrument aimed at examining organizational factors that have an influence on decision-making and the level of noise. Second, it validates this rating scale by testing its discriminant and convergent validity with other measures to assess decision-making qualities. Background: According to the literature, the concept of noise is the unwanted variability present in judgments. The notion of noise concerns the systematic influence to which individuals are exposed in their environment. The literature in the field has found that noise reduction improves the perception of work performance. Methodology: The first study involves the development of a scale (composed of 36 items) consisting of semi-structured interviews, item development, and principal component analysis. The second study involves validation and convergent validity of this scale. In the first study, there were 43 employees from three medium-sized Italian multinationals. For the second study, a sample of 867 subjects was analysed. Contribution: This paper introduces the first scale aimed at assessing noise within individuals and, in the organizational context, within employees and employers. Findings: Results show that the estimated internal reliability for each of the ND subscales and also the correlations between the subscales were relatively low, suggesting that ND correctly measures the analyzed components. Furthermore, the validation of the psychometric qualities of the ND allowed for the assertion that the influence of noise is present in the decision-making process within the context of work environments, validating the initial hypotheses. Recommendation for Researchers: This paper aims to improve theory and research on decision-making; for example, by providing a possible implementation for scales for evaluating decision-making skills. Furthermore, detecting and limiting noise with a systematic method could improve both the quality of decisions and the quality of thought processes. Future Research: Given the measurement of ND, the study can be a starting point for future research on this topic. Since there is no literature about this construct, it would be necessary to spend more time researching, so that the topic becomes clearer. System noise has been tested by some researchers with a “noise audit,” which means giving the same problem to different people and measuring the differences in their responses. Repeating this kind of audit in conjunction with the ND in a specific work environment could be helpful to detect but also measure the influence of noise.

Aim/Purpose: The study aims to examine the mediating role of job motivation and affective and normative commitment on the relationship between perceived organizational support (POS) and job turnover intention. Background: POS refers to employees’ beliefs and perceptions concerning the extent to which the organization values their contributions, cares about their well-being, and fulfils their socio-emotional needs. To date, research has shown that employee turnover is a complex construct resulting from the interplay of both individual and organizational variables, such as motivation and climate. Methodology: Cross-sectional data were collected from 143 employees of an Italian industrial company. Paper-and-pencil questionnaires were used to assess respondents’ POS, job motivation, affective and normative organizational commitment, and turnover intentions. Contribution: Specifically, in this research, we aim at examining (i) the indirect effect of POS on turnover intention via (ii) job motivation and (iii) normative and affective commitment. Findings: Results show that high POS is associated with high levels of job motivation and affective and normative commitment, which in turn are negatively linked to turnover intentions. Recommendation for Researchers: Researchers should not lose sight of the importance of studying and delving into the concept of turnover intention given that, from an organizational point of view, losing personnel means losing competencies, which need to be replaced through assessment, selection, training, and development, processes that are often challenging and expensive. Future Research: Future research should further investigate the role of motivation and commitment, other than additional variables, for POS and turnover intention. Longitudinal studies and further testing are required to verify the causal processes stemming from our model. Future research could consider linking employees’ self-reported measures with objective data concerning turnover rates.

In this inductive study, we shift the focus of stigma research inside organizational boundaries by examining its relationship with organizational identity. To do so, we draw on the case of Keystone, a social enterprise in the East of England that became stigmatized after it initiated a program of support for a group of migrants in its community. Keystone's stigmatization precipitated a crisis of organizational identity. We examine how the identity crisis unfolded, focusing on the forms of identity work that Keystone's leaders enacted in response. Interestingly, we show not only that the internal effects of stigmatization on identity can be managed, but also that they may facilitate unexpected positive outcomes for organizations.

Beside making organizations look like their peers through the adoption of similar attributes (which we call alignment), this paper highlights the fact that conformity also enables organizations to stand out by exhibiting highly salient attributes key to their field or industry (which we call conventionality). Building on the conformity and status literatures, and using the case of major U.S. symphony orchestras and the changes in their concert programing between 1879 and 1969, we hypothesize and find that middle-status organizations are more aligned, and middle-status individual leaders make more conventional choices than their low- and high-status peers. In addition, the extent to which middle-status leaders adopt conventional programming is moderated by the status of the organization and by its level of alignment. This paper offers a novel theory and operationalization of organizational conformity, and contributes to the literature on status effects, and more broadly to the understanding of the key issues of distinctiveness and conformity.

Competitive dynamics theory overlooks an entire class of attackers who pose a serious threat to commercial firms—nonmarket players (NMPs) such as activists, environmentalists, social entrepreneurs, and NGOs. Using an institutional perspective, this conceptual manuscript advances competitive dynamics theory by developing a framework of organizational hostility. The framework profiles NMPs according to their propensity to engage firms; it also classifies firms based on their vulnerability and initial reaction to NMP attacks. Corroborated with a mathematical model (Appendix), the conceptual framework explains which NMPs are most hostile to firms; why some NMPs issue threats whereas others quickly strike commercial firms; and which firms are most vulnerable to such hostility.

How does the presence of domain experts on a corporate board—directors whose primary professional experience is within the focal firm's industry—affect organizational outcomes? We argue that under conditions of significant decision uncertainty, a higher proportion of domain experts on a board may detract from effective decision making and thus increase the probability of organizational failure. Building on exploratory interviews with board members and CEOs, we derive hypotheses from this argument in the context of local banks in the United States. We predict that the greater the level of decision uncertainty—due to rapid asset growth or operation in less predictable markets—the stronger the relationship between the proportion of banking expert directors and the probability of bank failure. Longitudinal analyses of 1,307 banks between 1996 and 2012 support this prediction, even after accounting for both the overall level of professional diversity among directors and banks' different propensities to have an expert-heavy board. We discuss implications for the key dimensions of board composition, the conditions under which the professional background of directors is more or less consequential, and the mechanisms whereby board composition affects organizational outcomes.

The promise of a closer union between organizational and historical research has long been recognized. However its potential remains unfulfilled: the authenticity of theory development expected by organization studies and the authenticity of historical veracity required by historical research place exceptional conceptual and empirical demands on researchers. We elaborate the idea of historical organization studies, organizational research that draws extensively on historical data, methods and knowledge to promote historically informed theoretical narratives attentive to both disciplines. Building on prior research, we propose a typology of four differing conceptions of history in organizational research: history as evaluating, explicating, conceptualizing, and narrating. We identify five principles of historical organization studies - dual integrity, pluralistic understanding, representational truth, context sensitivity and theoretical fluency - and illustrate our typology holistically from the perspective of institutional entrepreneurship. We explore practical avenues for a creative synthesis, drawing examples from social movement research and micro-history. Historically informed theoretical narratives whose validity derives from both historical veracity and conceptual rigor, afford dual integrity that enhances scholarly legitimacy, enriching understanding of historical, contemporary and future-directed social realities.

Despite recognizing the importance of personal identification in organizations, the literature has rarely explored its dynamics. We define personal identification as perceived oneness with another individual, where one defines oneself in terms of the other. While many scholars have found that personal identification is associated with helpful effects, others have found it harmful. To resolve this contradiction, we distinguish between three paths to personal identification -threat-focused, opportunity-focused, and closeness-focused - and articulate a model that includes each. We examine the contextual features, how individuals' identities are constructed, and the likely outcomes that follow in the three paths. We conclude with a discussion of how the threat-, opportunity-, and closeness-focused personal identification processes potentially blend, as well as implications for future research and practice.

Research about the effects of an organization's general reputation following a negative event remains equivocal: Some studies have found that a high reputation is a benefit because of the stock of social capital and goodwill it generates; others have found it to be a burden because of the greater stakeholder attention and violation of expectations associated with a negative event. We theorize that stakeholders' level of organizational identification helps explain which mechanisms are more dominant. We test our hypotheses on a sample of legislative references associated with NCAA major infractions from 1999-2009. Our results indicate that a high reputation is a burden for an organization when considering low-identification stakeholder support: As the number of legislative references increases, a high-reputation university will receive fewer donations from non-alumni donors than universities without this asset. In contrast, a high reputation is a benefit when considering high-identification stakeholder support: As the number of legislative references increases, a high-reputation university will receive more donations from alumni donors than universities without this asset. However, an exploratory investigation reveals that alumni donations to high-reputation universities decline as the number of legislative references increases, suggesting that the benefit of a high reputation has a limit.

In this paper, we critically assess how the devolution of researcher care moderates knowledge development in organization studies. Defining researcher care as what scholars are concerned and passionate about, we consider the extent to which individuals researchers lose their personal voice in researching organizations. This bounding of care by the research community is a reflection of the way that researchers knowingly alter their care in researching organizations to gain associated career and reputational benefits. We describe how the field's institutional logic for researching organizations enables this devolution to take hold and how larger institutional forces reinforce how it progressively moderates organizational knowledge. We offer preliminary suggestions for addressing the devolution of researcher care in organization studies and ameliorating its threat to knowledge development.

This article examines the conditions under which organizations publicly respond to unfavorable consumer evaluations that challenge their market identity. Because organizations' market identities are certified by expert evaluations, consumers' devaluations that challenge these expert evaluations represent an identity threat. However, organizations do not always react to consumers' devaluations because of the risks associated to public responses. Hence, we first predict that organizations are more likely to respond to severe devaluations than to weaker ones; second, we propose that organizations, when faced with severe devaluations, are more likely to craft responses that justify their actions and behaviors. We further contend that, for any market identity under consideration, an organization's reputation amplifies these relationships. Analyses of a dataset of London hoteliers' responses to online reviews posted on TripAdvisor during the period 2002-2012 lend substantial support to our hypotheses.

Exit is a critical part of the entrepreneurial process. At the same time, research indicates that founders are likely to form strong identity connections to the organizations they start. In turn, when founders exit their organizations, the process of psychological disengagement might destabilize their identities. Yet, limited research addresses how founders experience exit or how they manage their identities during this process. Through a qualitative, inductive study of founders of technology-based companies, I developed a theoretical model of founder psychological disengagement that delineates how founder work orientations relate to the disengagement paths that founders follow when leaving one organization and starting another. In elaborating theory on psychological disengagement, this study has implications for understanding the psychology of founders, how founders exit and begin again, and psychological disengagement, more broadly.

Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) by subordinates left behind, especially when relationships between the departing leader and the subordinates, or leader-member exchanges (LMX), had been of high quality. In this paper, we posit that the quality of subordinates' relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates' organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual-level (i.e., a subordinate's identification with the departing leader and with his/her organization), at the group-level (i.e., turnover contagion), and at the organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader-departures affect organizational attachment requires multi-level theorizing and constructs. Theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects are discussed.

Activism: As the Pirate Party slowly veered to the left in politics, I got to experience Sullivan’s Law, which states that organizations that don’t outright declare themselves otherwise will inevitably drift off to the political left. The law doesn’t explain this phenomenon, but I think I can.

The Pirate Party was unique in its composition of activists. Whereas most political organizations can plot the political attitudes of their activists to a bell curve on the political left-to-right scale, that is, the organization can identify a clear peak and center mass where they lie politically, the Pirate Party instead had a complete empty trough in the middle, with waves crashing into the left and right wall on the left-to-right spectrum plot.

We had the most fervent anarchocapitalists and the most fervent anarchocommunists. At the same time. Cooperating. That was probably something of a political first. It also allowed me to see differences between these two groups that weren’t clear from the outset, and which might explain why organizations drift left over time.

O’Sullivans Law states that any organization that is not expressly right-leaning in politics will change over time to become left-leaning. There are some hypotheses as to why, including the observation that right-wing people will tolerate and even welcome left-wing people in an otherwise unpolitical organization, but that left-wing people will generally not tolerate right-wing people. While this observation can be made, I believe it is not enough for an entire organization to shift politically.

The explanation is far simpler, and it’s been hiding in plain sight for everyone.

Left-wing people are collectivists. They believe that the greater good shall have precedence over the wishes and desires over the individual, and organize to achieve this. Conversely, they do not feel at home when somebody tells them to promote a cause in whatever way they themselves think is best in their individual situation.

Right-wing people are individualists. They believe that the greatest good, even for the worst-off people, is best achieved by giving individuals as free reign as possible so that innovation and creativity can take place. Conversely, they do not feel at home when somebody is trying to dictate to them what to do and not to do.

This is almost painfully clear when working with both groups at the same time in a political organization. Ah yes, that’s the magic word, right there. Organization. A Non-profit organization, specifically. Do you know how these are run?

Basically without exception, they are run as a general assembly, where people are elected to positions and decisions are taken with a majority vote.

…decisions are taken with a majority vote.

It became painfully clear to me, that the form of a neutral association — the form we have, or had, accepted as neutral — is actually nothing of the sort. It turns out, that an organization that takes collective decisions promotes people who like collective decision-making, and turns away people who prefer individual initiatives.

The association with its board, its general assembly, and its majority votes isn’t neutral. It is pushing its membership left, through its very nature, by selecting for those who enjoy collective decision-making and procedural trickery, and marginalizing those who prefer individual initiatives.

This is why, if I were to found a new political organization today, I would never use the traditional Non-profit Association format, for it is not neutral and it will ruin whatever original vision you had.

For this same reason, I have come to be sceptical of center-right political parties who are run by this majority vote. They’ll never be as powerful as they can be, had they instead organized by individual initiatives — because they are competing against left-wing political parties who feel right at home in this form of organization, which they usually mandated to be the norm for everyone.

At her home in Nantucket, the bestselling author keeps her collection personal, including where she puts her books: “Nobody else has to understand it.”

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Lyon, France — The World Health Organization has reclassified firefighting as a carcinogenic profession.

Austin, TX — Three out of 4 workers aren’t satisfied with their employers’ safety efforts, results of a recent survey show.

Fairfax, VA — The National Commission for the Certification of Crane Operators has published three employer guides on OSHA’s updated crane operator requirements, a final rule scheduled to go into effect Dec. 10.

Fairfax, VA — The National Commission for the Certification of Crane Operators no longer will require a physical evaluation for workers to be eligible to take its certification exams. Instead, beginning Jan. 1, NCCCO will rely on employers to determine whether their workers are physically qualified to operate the equipment.

Washington — OSHA has issued a temporary enforcement policy for the construction industry after being informed by the Sanford, FL-based Crane Institute Certification that the organization no longer is accredited by a nationally recognized accrediting agency, as required under section 1926.1427(d) of OSHA’s Cranes and Derricks in Construction Standard.

Make plans now to attend the “MSD Pledge 2.0: Empowering Organizations to Transform Workplace Safety” virtual summit, set for 1 p.m. Eastern on Nov. 16.

This integration enables users to move seamlessly from incident response to investigation from within a single interface.

Silver Spring, MD — The American Nurses Association, in partnership with the U.S. Public Health Service chief nurse officer and the University of North Carolina and University of Washington schools of nursing, has launched a campaign with initiatives that include addressing industry concerns such as workplace violence and safe and appropriate staffing levels.

How do I select a quality management system that meets key safety requirements and best practices to ensure its successful rollout and use?

Itasca, IL — In another effort to help organizations prevent work-related musculoskeletal disorders, the National Safety Council’s MSD Solutions Lab conducted its inaugural MSD Pledge: Small Business Summit on Oct. 13.