Can questions sent to Open-Educational-Resource (OER) websites such as Ask-An-Expert serve as indicators for students’ interest in science? This issue was examined using an online questionnaire which included an equal number of questions about the topics “space” and “nutrition” randomly selected from three different sources: a 5th-grade science textbook, the “Ask-An-Expert” website, and questions collected from other students in the same age group. A sample of 113 5th-graders from two elementary schools were asked to rate their interest level in finding out the answer to these questions without knowledge of their source. Significant differences in students’ interest level were found between questions: textbook questions were ranked lowest for both subjects, and questions from the open-resource were ranked high. This finding suggests that questions sent to an open-resource could be used as an indicator of students’ interest in science. In addition, the high correlation of interests expressed by students from the two schools may point to a potential generalization of the findings. This study contributes by highlighting OER as a new and promising indicator of student interest, which may help bring “student voices” into mainstream science teaching to increase student interest in science.

Soft skills are becoming increasingly important and will be critical for success in the Information Systems profession. Employers complain about a lack in soft skills among graduates from tertiary education institutions. No agreement exists about what these skills actually are, which are of importance, and how acquiring these soft skills should be approached in higher education. The aim of this paper is to research the perceptions of lecturers, industry, and students on soft skills development of students and to identify important soft skills that need to be developed. The paper starts with a problem statement emphasizing the importance of soft skills and the possible lack thereof. This is followed by a literature review, a description of the methodology followed for this research, the results, conclusion, and the references. The research was done at a university in South Africa. Questionnaires consisting of open questions were distributed to lecturers, industry, and students respectively, and qualitative analysis was done on the results. Results show that stakeholders feel that soft skills of students are not developed adequately, that there is some uncertainty about who should be responsible for developing soft skills, and that the development of soft skills is seen as a difficult task. A list is compiled of the most important soft skills according to literature, lecturers, industry, and students. This list can be used in further research on the soft skills of IT-students. Recommendations are made for the teaching and learning of soft skills.

Aim/Purpose: Our research focuses on a unique group a students, who study CS: ultra-orthodox Jewish men. Their previous education is based mostly on studying Talmud and hence they lacked a conventional high-school education. Our research goal was to examine whether their prior education is merely a barrier to their CS studies or whether it can be recruited to leverage academic learning. Background: This work is in line with the growing interest in extending the diversity of students studying computer science (CS). Methodology: We employed a mixed-methods approach. We compared the scores in CS courses of two groups of students who started their studies in the same college in 2015: 58 ultraorthodox men and 139 men with a conventional background of Israeli K-12 schooling. We also traced the solution processes of ultraorthodox men in tasks involving Logic, in which their group scored significantly better than the other group. Contribution: The main contribution of this work lies in challenging the idea that the knowledge of unique cultures is merely a barrier and in illustrating the importance of further mapping such knowledge. Findings: The ultraorthodox group’s grades in the courses never fell below the grades of the other group for the duration of the five semesters. Due to their intensive Talmud studies (which embeds Logic), we hypothesized they would have leverage in subjects relating to Logic; however this hypothesis was refuted. Nevertheless, we found that the ultraorthodox students tended to recruit conceptual knowledge rather than merely recalling a procedure to solve the task, as novices often do. Recommendations for Practitioners: We concluded that these students’ unique knowledge should not be viewed merely as a barrier. Rather, it can and should be considered in terms of what and how it can anchor and leverage learning; this could facilitate the education of this unique population. Impact on Society: This conclusion has an important implication, given the growing interest in diversifying higher education and CS in particular, to include representatives of groups in society that come from different, unique cultures. Future Research: Students’ unique previous knowledge can and should be mapped, not only to foresee weaknesses that are an outcome of “fragile knowledge” , but also in terms of possible strengths, knowledge, values, and practices that can be used to anchor and expand the new knowledge.

Aim/Purpose: The research work investigated the information seeking process of undergraduates in a specialised university in Nigeria, in the course of a group assignment. Background: Kuhlthau’s Information Search Process (ISP) model is used as lens to reveal how students interact with information in the affective, cognitive and physical realms. Methodology: Qualitative research methods were employed. The entire seventy-seven third year students in the Department of Petroleum and Natural Gas and their course lecturer were the participants. Group assignment question was analysed using Bloom’s Taxonomy while the information seeking process of the students was garnered through dialogue journaling on WhatsApp Messenger. Contribution: The research explicates how students’ information seeking behaviour can be captured beyond the four walls of a classroom by using a Web 2.0 tool such as WhatsApp Messenger. Findings: The apparent level of uncertainty, optimism, and confusion/doubt common in the initiation, selection, and exploration phases of the ISP model and low confidence levels were not markedly evident in the students. Consequently, Kuhlthau’s ISP model could not be applied in its entirety to the study’s particular context of teaching and learning due to the nature of the assignment. Recommendations for Practitioners: The study recommends that the Academic Planning Unit (APU) should set a benchmark for all faculties and, by extension, the departments in terms of the type/scope and number of assignments per semester, including learning outcomes. Recommendation for Researchers: Where elements of a guided approach to learning are missing, Kuhlthau’s ISP may not be employed. Therefore, alternative theory, such as Theory of Change could explain the poor quality of education and the type of intervention that could enhance students’ learning. Impact on Society: The ability to use emerging technologies is a form of literacy that is required by the 21st century work place. Hence, the study demonstrates students’ adaptation to emerging technology. Future Research: The study is limited to only one case site. It would be more helpful to the Nigerian society to have this study extended to other universities for the purpose of generalisation and appropriate intervention.

Aim/Purpose: This article aimed to design and evaluate a pedagogical technique for altering students’ classroom digital multitasking behaviors. The technique we designed and evaluated is called course-based undergraduate research experience (CURE). With this technique, the students wrote a research article based on a multitasking experiment that the instructor conducted with the students. The students conducted a literature review, developed their own research questions, they analyzed experiment data, and presented results. This study evaluated the how the CURE contributed to student multitasking behavior change. Background: Multitasking is defined as doing more than one thing at a time. Multitasking is really the engagement in individual and discrete tasks that are performed in succession. Research showed that students multitasked very often during courses. Researchers indicated that this was a problem especially for online teaching, because when students went online, they tended to multitask. Extant research indicated that digital multitasking in class harmed student performance. Multiple studies suggested that students who multitasked spent more time finishing their tasks and made more mistakes. Regardless of students’ gender or GPA, students who multitasked in class performed worse and got a lower grade than those who did not. However, little is known about how to change students’ digital multitasking behaviors. In this study, we used the transtheoretical model of behavior change to investigate how our pedagogical technique (CURE) changed students’ digital multitasking behaviors. Methodology: Using a course-based undergraduate research experience design, a new classroom intervention was designed and evaluated through a content analysis of pre- and post-intervention student reflections. As part of the course-based undergraduate research experience design, the students conducted a literature review, developed their own research questions, they analyzed experiment data, and presented results. This study evaluated the how teaching using a course-based undergraduate research experience contributed to student multitasking behavior change. Transtheoretical model of behavior change was used to investigate how our pedagogical technique changed students’ digital multitasking behaviors. Contribution: The paper described how teaching using a course-based undergraduate research experience can be used in practice. Further, it demonstrated the utility of this technique in changing student digital multitasking behaviors. This study contributed to constructivist approaches in education. Other unwanted student attitudes and behaviors can be changed using this approach to learning. Findings: As a result of CURE teaching, a majority of students observed the negative aspects of multitasking and intended to change their digital multitasking behaviors. Sixty-one percent of the participants experienced attitude changes, namely increased negative attitude towards multitasking in class. This is important because research found that while both students and instructors believed off-task technology use hinders learning, their views differed significantly, with more instructors than students feeling strongly that students’ use of technology in class is a problem. Moreover, our study showed that with teaching using CURE, it is possible to move the students on the ladder of change as quickly as within one semester (13 weeks). Seventy-one percent of the students reported moving to a higher stage of change post-intervention. Recommendations for Practitioners: Faculty wishing to curb student digital multitasking behaviors may conduct in-class experimentation with multitasking and have their students write a research report on their findings. Course-based undergraduate research experiences may make the effects of digital multitasking more apparent to the students. The students may become more aware of their own multitasking behaviors rather than doing them habitually. This technique is also recommended for those instructors who would like to introduce academic careers as a potential career option to their students. Recommendation for Researchers: Researchers should explore changing other unwanted undergraduate student behaviors with course-based undergraduate experiences. Researchers may use the transtheoretical model of change to evaluate the effectiveness of techniques used to change behaviors. Impact on Society: The negative outcomes of digital multitasking are not confined to the classroom. Digital multitasking impacts productivity in many domains. If techniques such as those used in this article become more common, changes in multitasking intentions could show broad improvements in productivity across many fields. Future Research: This paper constitutes a pilot study due to the small convenience sample that is used for the study. Future research should replicate this study with larger and randomized samples. Further investigation of the CURE technique can improve its effectiveness or reduce the instructor input while attaining the same behavioral changes.

Aim/Purpose: This paper investigates the factors contributing to student IT self-leadership in online education using an exploratory study. Specifically, our goal was to understand whether the instructors’ transformational IT leadership and the students’ personal innovativeness with IT contributed to student IT self-leadership. Background: The study was conducted in an online course. While today’s students are expected to be IT natives, they still lack the skills to find and learn technologies on their own. This is problematic for both online education and students’ future careers. Directed-teaching methods are not appropriate to solve this kind of problem, a more constructivist teaching method is appropriate. We recommend that instructors adopt transformational IT leadership to set norms around technology use, to be role models in using online course technologies with utmost knowledge, and to encourage and support the students in their use of IT. Methodology: An exploratory research is conducted with 46 students in an online management information systems course at a public university. The data were analyzed using PLS structural equation modeling technique. Contribution: This paper introduces the unique concepts of student IT self-leadership and instructors’ transformational IT leadership by adapting concepts from the self-leadership and transformational leadership theories. IT self-leadership refers to the ability to intentionally influence one’s own thinking, feeling, and actions toward the use of IT to reach one’s work and life goals. To increase IT self-leadership, students should try new technologies as much as possible. Instructors should set up norms about trying new technologies, troubleshooting one’s own issues, and play a supportive and encouraging role, rather than employing directed-teaching methods. Findings: IT self-leadership skills are the ability to intentionally influence one’s own thinking, feeling and actions towards the use of IT to reach one’s work and life goals. The findings show that instructors’ transformational IT leadership as well as students’ innovativeness with IT contributes to students’ IT self-leadership. Recommendations for Practitioners: Practitioners may consider exhibiting transformational IT leadership skills including (1) giving encouragement about IT use, (2) fostering trust, (3) encouraging thinking about IT problems in new ways, (4) being clear about their values about IT by practicing what they preach in their IT use, and (5) inspiring students by being highly competent in IT. Potential ways that the instructors can exhibit these skills are discussed in the paper. Recommendation for Researchers: Researchers are recommended to include IT-self leadership of both students and instructors in their investigations on learning success. Furthermore, the inclusion of transformational IT leadership in new studies of teaching and learning success is recommended. Impact on Society: This paper includes students as part of the solution to challenges students face in online courses rather than treating them like passive recipients of educational changes. Thereby, it helps teachers and students to work together for a better solution to educational disruptions. Future Research: Studies should be conducted to determine other antecedents and outcomes of IT self-leadership. Research is needed on specific ways practitioners can increase their IT transformational leadership. While this paper introduced how the instructor of the exploratory study provided transformational IT leadership, more than one way of reaching each goal was practiced. Future research should test the connection between each transformational IT leadership behavior presented here and its outcome.

Aim/Purpose: This study aims to explore levels of Technological Access (ownership, access to, and usage of computer devices as well as access to Internet services) and levels of Technological Efficacy (technology related skills) as they pertain to underserved (UNS) and underrepresented (UNR) students. Background: There exists a positive correlation between technology related access, technology related competence, and academic outcomes. An increasing emphasis on expanding online education at the author’s institution, consistent with nationwide trends, means that it is unlikely that just an increase in online offerings alone will result in an improvement in the educational attainment of students, especially if such students lack access to technology and the technology related skills needed to take advantage of online learning. Most studies on levels of Technological Access and Technological Efficacy have dealt with either K-12 or minority populations with limited research on UNS and UNR populations who form the majority of students at the author’s institution. Methodology: This study used a cross-sectional survey research design to investigate the research questions. A web survey was sent to all students at the university except first semester new and first semester transfer students from various disciplines (n = 535). Descriptive and inferential statistics were used to analyze the survey data. Contribution: This research provides insight on a population (UNS and UNR) that is expanding in higher education. However, there is limited information related to levels of Technological Access and Technological Efficacy for this group. This paper is timely and relevant as adequate access to technology and technological competence is critical for success in the expanding field of online learning, and the research findings can be used to guide and inform subsequent actions vital to bridging any educational equity gap that might exist. Findings: A critical subset of the sample who were first generation, low income, and non-White (FGLINW) had significantly lower levels of Technological Access. In addition, nearly half of the survey sample used smartphones to access online courses. Technological Efficacy scores were significantly lower for students who dropped out of or never enrolled in an online course. Transfer students had significantly higher Technological Efficacy scores while independent students (determined by tax status for federal financial aid purposes) reflected higher Technological Efficacy, but at a marginally lower level of significance. Recommendations for Practitioners: Higher education administrators and educators should take into consideration the gaps in technology related access and skills to devise institutional interventions as well as formulate pedagogical approaches that account for such gaps in educational equity. This will help ensure pathways to sustained student success given the rapidly growing landscape of online education. Recommendation for Researchers: Similar studies need to be conducted in other institutions serving UNS and UNR students in order to bolster findings and increase awareness. Impact on Society: The digital divide with respect to Technological Access and Technological Efficacy that impacts UNS and UNR student populations must be addressed to better prepare such groups for both academic and subsequent professional success. Addressing such gaps will not only help disadvantaged students maximize their educational opportunities but will also prepare them to navigate the challenges of an increasingly technology driven society. Future Research: Given that it is more challenging to write papers and complete projects using a smartphone, is there a homework gap for UNS and UNR students that may impact their academic success? What is the impact of differing levels of Technological Efficacy on specific academic outcomes of UNS and UNR students?

The paper introduces a novel Personal Knowledge Management (PKM) concept and prototype system. The system’s objective is to aid life-long-learning, resourcefulness, creativity, and teamwork of individuals throughout their academic and professional life and as contributors and beneficiaries of organizational and societal performance. Such a scope offers appealing and viable opportunities for stakeholders in the educational, professional, and developmental context. To further validate the underlying PKM application design, the systems thinking techniques of the transdiscipline of Informing Science (IS) are employed. By applying Cohen’s IS-Framework, Leavitt’s Diamond Model, the IS-Meta Approach, and Gill’s and Murphy’s Three Dimensions of Design Task Complexity, the more specific KM models and methodologies central to the PKMS concept are aligned, introduced, and visualized. The extent of this introduction offers an essential overview, which can be deepened and broadened by using the cited URL and DOI links pointing to the available resources of the author’s prior publications. The paper emphasizes the differences of the proposed meme-based PKM System compared to its traditional organizational document-centric counterparts as well as its inherent complementing synergies. As a result, it shows how the system is closing in on Vannevar Bush’s still unfulfilled vison of the ‘Memex’, an as-close-as-it-gets imaginary ancestor celebrating its 70th anniversary as an inspiring idea never realized. It also addresses the scenario recently put forward by Levy which foresees a decentralizing revolution of knowledge management that gives more power and autonomy to individuals and self-organized groups. Accordingly, it also touches on the PKM potential in terms of Kuhn’s Scientific Revolutions and Disruptive Innovations.

Aim/Purpose: The complexity of scientific problems has spurred the development of transdisciplinary science, in which experts are brought together to collaborate across disciplinary and practice boundaries. These knowledge diverse teams can produce novel solutions, but they often fail to achieve their potential. Background: Leaders have a crucial role to play in enabling effective collaboration among these diverse experts. We propose that a critical predictor of whether a newly formed interdisciplinary team will perform well is the leader’s multidisciplinary breadth of experience, which we define as a leader’s possession of significant experience in multiple areas of research and practice. We suggest that these leaders will have the capability to skillfully manage the interactions within the team. Methodology: We test our prediction in a sample of 52 newly formed interdisciplinary medical research teams. We also observe and examine the communication patterns in a subset of these teams. Contribution: There is a lack of systematic study of the impact leaders have on newly formed interdisciplinary science teams whose members have little or no prior collaborative experience with each other, possess specialized knowledge, and have limited overlapping expertise. This study combines quantitative and qualitative methods to examine the effect of leader multidisciplinary experience on team communication patterns and innovation. Findings: Our study finds that teams are more innovative when their leader has a moderate breadth of multidisciplinary expertise. Exploration of team communication patterns suggests that leaders with moderate multidisciplinary breadth of experience actively stimulated information sharing across expert domains by choosing cross-cutting topics and drew individuals’ attention to the knowledge and approaches of others in the team. Recommendations for Practitioners: Insights from this work can have practical implications regarding how to best select and train leaders to facilitate cross-boundary collaboration in transdisciplinary science. This study elucidates a variety of communication strategies that leaders can to enhance the team innovativeness. Recommendation for Researchers: Further investigation into the underlying psychological states that these communication strategies elicit is needed. Future research should investigate psychological mediators such as knowledge consideration, perspective taking, and cognitive flexibility. Impact on Society: Transdisciplinary science is needed to solve society’s most complex problems. The more insight we gather about factors that can help these knowledge diverse teams to be successful, but more society will benefit. Future Research: More research is needed on team formation, leader experience, and team outcomes in transdisciplinary science teams in a variety of contexts.

Aim/Purpose: Given that leadership has been shown to play a key role in knowledge-producing organizations, leaders of transdisciplinary science have received surprisingly little empirical attention. This study addresses the research gap by examining leadership in the context of a new transdisciplinary research organization. Background: Drawing on complexity leadership theory—a framework developed for identifying behaviors that facilitate creativity, learning, and adaptability in complex adaptive systems—this study examines leadership roles and practices that affect the generation of adaptive dynamics in transdisciplinary science. Methodology: The study is based on a longitudinal, qualitative in-depth case study on a newly formed transdisciplinary research center and its leadership team. The data includes ethnographic observations from leadership meetings and interviews with leaders. Contribution: This unique empirical case contributes to the study of transdisciplinary science by shedding light on the actions of academic leaders as they try to support transdisciplinary conversation, learning, and collaboration in a new center. Findings: The analysis shows that the leaders relied on both enabling and administrative leadership practices in a way that made them the focal point of transdisciplinary knowledge integration and thus jeopardized the creation of adaptive dynamics throughout the organization. Recommendations for Practitioners: The study highlights the importance of having knowledge brokers and hybrid scholars in strategic positions at different levels of the transdisciplinary research organization already in its early stages. Recommendation for Researchers: Longitudinal qualitative case studies that rely on different types of data provide rich information on how new leadership conceptualizations are implemented in organizations and the complex ways in which they relate to knowledge creation processes and outcomes. Impact on Society: Transdisciplinary science has the potential to find cures to complex diseases. Understanding leadership in transdisciplinary science can help in maintaining transdisciplinary research activities in the long run and thus make it more impactful. Future Research: The use of leadership roles and practices will be examined at different developmental stages in the transdisciplinary research process.

Aim/Purpose: This study seeks to uncover the perceived quality factors of computer-mediated communication in business planning in which communication among teammates is crucial for collaboration. Background: Computer-mediated communication has made communicating with teammates easier and more affordable than ever. What motivates people to use a particular CMC technology during business planning is a major concern in this research. Methodology: This study seeks to address the issues by applying the concept of Information Product Quality (IPQ). Based on 21 factors derived from an extensive literature review on Information Product Quality (IPQ), an experimental study was conducted to identify the factors that are perceived as most relevant. Contribution: The findings in this study will help developers find a more customer-oriented approach to developing CMC technology design, specifically useful in collaborative work, such as business planning. Findings: This study extracted the three specific quality factors to use CMC technology in business planning: informational, physical, and service. Future Research: Future research will shed more light on the generality of these findings. Future studies should be extended to other population and contextual situations in the use of CMC.

Aim/Purpose: This paper examines the impact of the transformational, servant, and paternalistic leadership styles on employee performance at the middle and senior levels. Background: Transdisciplinary research promotes the integration and development of various sciences. It provides more choices for leaders to adopt ways and practical activities to promote enterprise development. Complexity leadership theory emphasizes that effectively functioning organizations need distinct forms of leadership to work together. Leaders rely on different leadership practices in an emergent collaborative context, and finding an optimal balance is challenging. Many scholars have attempted to explore which leadership styles have a more significant impact on employees by distinguishing and defining types of leadership styles and explaining the process by which they influence employee behavior and performance. Various scholars have further explored and empirically demonstrated the impact of these three types of leadership styles (transformational, servant, paternalistic)on employee performance. While transformational and servant leadership have their roots in the West, paternalistic leadership has roots in China. Few scholars have conducted comparative studies on their positive impact on employee performance. How do these three leadership styles affect employee performance at the middle and senior levels in the Chinese context? Which combination of middle and senior leadership styles performs best? These are the second area that this paper will attempt to explore. Methodology: This study constructs a three-tier model at the senior, middle, and grassroots levels. A questionnaire survey was used to collect data. SPSS 22.0 and Amos were used for data analysis. Contribution: Through its construction of a three-tier model (senior, middle, and grassroots levels), the paper explores the combined effect of three leadership styles (transformational, servant, and paternalistic) on grassroots employees. It explores the impact of senior leaders across levels on grassroots employee performance, which is expected to provide a valuable addition to theories on leadership styles. It is also instructive to examine which leadership style performs better and what middle and senior leadership configurations are more conducive to driving beneficial employee behavior and, ultimately, corporate growth. Findings: The transformational, servant, and paternalistic leadership styles, both at the top and middle levels, have a significant positive relationship with employee performance; the middle leadership style plays a positive mediating role between the top leadership style and employee performance. In terms of impact on employee performance, transformational leadership shows the best results at both the top and middle levels, with paternalistic leadership second and servant leadership at the same level. Regarding which middle and senior leadership style pairing is the best, the sample is relatively small, and the gap between various pairing combinations is not evident from the data. If the sample size is enlarged, the coefficient will likely expand year-on-year. Therefore, we can assume that the pairing effect of top servant leadership and middle transformational leadership is the best, top paternalistic leadership and middle transformational leadership is the second-best, and the combination of top paternalistic leadership and middle-level servant leadership leaders is the weakest. Recommendation for Researchers: This paper extends the study of top and middle leadership’s combined effect on employee performance as a positive response to the call for multi-layer or cross-layer analysis in leadership research. The findings further enrich the literature on leadership style-related theories. The middle leadership style plays a positive mediating role between the top leadership style and employee performance. The trickle-down effect is further verified, i.e., the top leadership will have a permeating influence on employees through the middle leadership, and the top’s influence on the middle is generally more significant than the influence on grassroots employees. However, the difference between the influence of the middle leadership on the grassroots and that of the top on the grassroots is not apparent, which is inconsistent with the trickle-down effect that the middle leadership communicates more with the grassroots and has more influence on the grassroots, and further verification is needed. All three types of leaders positively affected employee performance, with the best being transformational leadership, paternalistic leadership, and servant leadership. This finding is consistent with some scholars and inconsistent with some scholars. The interested scholars can do further research. The better performance of diverse pairings in middle and senior leadership combinations is consistent with previous research suggesting that leadership styles have their own strengths and can be complementary. This paper further provides a comparative study of multiple leadership styles to validate the recognition and adaptability of leadership styles and further explain the complex relationship between leadership styles and employee job performance. Scholars can conduct comparative research on other leadership styles, and there may be different results. Future Research: Because of the cross-sectional data taken, the findings’ generalizability still needs further validation. There are many types of leadership styles, and there are other types of leadership styles that can be explored comparatively, perhaps leading to different findings. From another point of view, various leaders have their strengths, and they are not mutually hindering. More research is needed on team formation in a variety of contexts. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction or dialogue. So we can further examine the influence process of leaders on employees from how to give full play to their advantages, such as improving shared leadership and shared communication.

Aim/Purpose: This study builds upon existing research by investigating the elements contributing to or buffering the onset of burnout symptoms. We examine the relationship between empowering leadership and burnout, considering the concurrent mediation effects of interpersonal workplace conflict, work-home conflict, and support from coworkers. Background: Burnout is a phenomenon that has been widely considered in the scientific literature due to its negative effect on individual and organizational well-being, as well as implications for leadership, coworker support, and conflict resolution. A deeper understanding of burnout prevention strategies across various professional contexts is paramount for enhancing productivity and job satisfaction. Methodology: Using a survey-based cross-sectional design, we employed a combination of Structural Equation Modelling (SEM) and Artificial Neural Network (ANN) to investigate the direct and indirect influences of empowering leadership on four dimensions of employee burnout, mediated by coworker support, interpersonal conflict at work, and work-home conflict. Contribution: This study provides initial insights into the direct and indirect influences of empowering leadership on various dimensions of burnout, highlighting the complex interplay with coworker support, work-home conflict, and workplace interpersonal conflicts. Ultimately, the study provides a comprehensive approach to understanding and mitigating burnout. Findings: Empowering leadership and coworker support can significantly reduce burnout symptoms, while high levels of work-home conflict and interpersonal conflict at work can exacerbate them. Our findings underscore the paramount role of interpersonal conflict in predicting burnout, urging organizations to prioritize resolving such issues for burnout prevention. Recommendation for Researchers: Following our findings, organizations should (a) promote empowering leadership styles, (b) foster coworker support and work-life balance, and (c) address interpersonal conflicts to reduce the likelihood of employee burnout while ensuring that these strategies are tailored to the specific context and culture of the workplace. Future Research: Future research should broaden the exploration of leadership styles’ effects on burnout, identify additional mediators and moderators, expand studies across sectors and cultures, examine differential impacts on burnout dimensions, leverage advanced analytical models, and investigate the nuanced relationship between work contract types and burnout.

Aim/Purpose: The aim of this paper is to examine Gen Z students located in a representative region of the United States when it comes to technology use, news and information gathering behaviors, civic engagement, and social concerns and whether differences exist based on institutional type. The purpose is to report this information so that academics can better understand the behaviors, priorities, and interests of current American students. Background: This paper investigates the mindset of Generation Z students living in the United States during a period of heightened civic unrest. Through the lens of the Theory of Generations, Uses and Gratifications Theory, and Intersectional Theory, this study aims to examine the Gen Z group and compare findings across populations. Methodology: An electronic survey was administered to students from 2019 through 2022. The survey included a combination of multiple responses, Likert scaled, dichotomous, open-ended, and ordinal questions. It was developed in the Survey Monkey system and reviewed by content and methodological experts to examine bias, vagueness, or potential semantic problems. The survey was pilot-tested in 2018 before implementation in order to explore the efficacy of the research methodology. It was then modified accordingly before widespread distribution to potential participants. The surveys were administered to students enrolled in classes taught by the authors, all of whom are educators. Participation was voluntary, optional, and anonymous. Contribution: This paper provides insight into the mindset of Generation Z students living in the United States, which is helpful to members of academia who should be informed about the current generation of students in higher education. Studying Generation Z helps us understand the future and can provide insight into the shifting needs and expectations of society. Findings: According to the findings, Gen Z are heavy users of digital technologies who use social media as their primary source for gathering news about current events as well as information for schoolwork. The majority of respondents considered themselves to be social activists. When institutional type was considered, there were notable differences with the students at the Historically Black College or University (HBCU), noting the greatest concern with a number of pressing issues, including racial justice/Black Lives Matter, women’s rights, gun violence, immigration reform, and human trafficking. Less significance across groups was found when LGBTQIA+ rights and climate change were considered. Recommendation for Researchers: As social media continues to proliferate in daily life and become a vital means of news and information gathering, additional studies such as the one presented here are needed. In other countries facing similarly turbulent times, measuring student interest, awareness, and engagement is highly informative. Future Research: Future research will explore the role that influencers have in opinion formation and the information-gathering habits of Gen Z.

Aim/Purpose: The rise of virtual communication technologies and hybrid work contexts has brought significant changes to leadership dynamics, highlighting the need for effective management of teams operating in both face-to-face and virtual settings, known as hybrid teams. Background: This systematic review examines leadership models utilized in face-to-face and virtual teams, factors contributing to leadership emergence in these contexts, and effective strategies for leading hybrid teams. Methodology: In this study, three scientific databases were searched, resulting in the retrieval of 1,707 studies. These studies were then subjected to a review process following the PRISMA guidelines, ultimately leading to the inclusion of 15 research contributions in the final review. Contribution: Given the results, key strategies for practitioners include the development of strong communication skills, providing constructive feedback, and implementing efficient remote management techniques. Findings: The findings emphasize three prominent leadership models – transformational leadership, leader-member exchange (LMX), and shared leadership – all of which play crucial roles in hybrid team settings. Personality factors drive leadership emergence in face-to-face settings, while virtual settings benefit more from task-related behaviors. Recommendation for Researchers: This review informs researchers seeking to enhance leadership efficacy in modern group settings, aiding leaders in navigating the complexities of hybrid team environments.

Aim/Purpose: The truism is that leadership fosters or restricts innovation behaviours in organisations, but the extent to which it does depends on the leadership style in practice. This study focuses on one of the contemporary leadership styles, knowledge-oriented leadership [KOL], which has received scant attention in research. In doing so, the contextual factors of psychological safety [PS] and employee voice [EV] were applied to determine how KOL influences are channeled to innovation at the individual level. Methodology: Data were collected from 347 academic staff in public universities in Southern Nigeria and subjected to a partial least square [PLS] analytical procedure for data treatment and hypotheses testing using the SmartPLS 3 software for variance-based structural equation modelling. Contribution: The study formed an integrated research framework that links knowledge-oriented leadership and innovation by accounting for the contextual mechanisms of psychological safety and employee voice. Findings: The PLS results demonstrated that the knowledge-oriented leadership and innovation relationship was positive and significant, and this relationship was partially mediated by two variables, namely, PS and EV. Furthermore, the two mediating variables channeled KOL’s influence on innovation in a sequence. Recommendation for Researchers: Organisations need to consider the practical application of KOL to improve innovation outcomes considerably. By this, leadership training programs should include modules, courses, or topics on KOL to engender the formation of requisite managerial skills. More so, they should consider the criterion of demonstrable KOL abilities for leadership selection and recruitment. As a personal development initiative, managers can attend leadership development programmes as well as obtain certification in knowledge management to improve their KOL abilities. This initiative should be encouraged and supported by organisations. In all, the human resource management framework should be responsive to the dynamics of the knowledge economy regarding leadership. Given that PS and EV function as mediators, organisations should actively cultivate an environment enabling interpersonal risky behaviours founded on trust, respect, and cooperation and encourage/support employees who demonstrate such behaviour accordingly. In this line, they should create and sustain a supportive environment that positively reinforces voice decisions and behaviours. Future Research: The study only determined the links between KOL, PS, EV, and innovation in public universities in Southern Nigeria. Other studies may examine the linkages in other knowledge-intensive organisations as well as expand the geographic scope to make for better generality of findings. Future studies should look at other underlying mechanisms that can affect the KOL-innovation relationship, such as psychological capital, work engagement, work commitment, etc. The role of moderators can be identified and introduced to this integrative framework to demonstrate the conditions affecting the linkages.

An optimisation-based decision-making support is proposed in this study in the form of fuzzy-probabilistic programming, which can be used to solve integrated order allocation, production planning, and inventory management problems in fuzzy and probabilistic uncertain environments. The problem was modelled in an uncertain mathematical optimisation model with two objectives: maximising the expectation of production volume and minimising the expectation of total operational cost subject to demand and other constraints. The model belongs to fuzzy-probabilistic bi-objective integer linear programming, and the generalised reduced gradient method combined with the branch-and-bound algorithm was utilised to solve the derived model. Numerical simulations were performed to illustrate how the optimal decision was formulated. The results showed that the proposed decision-making support was successful in providing the optimal decision with the maximum expectation of the production volume and minimum expectation of the total operational cost. Therefore, the approach can be implemented by decision-makers in manufacturing companies.

Underpinned by stakeholder and agency theories, this study adopts a qualitative multiple-case study approach to explore and analyse various stakeholder interests and how they affect digitalisation in the health sector of a developing country (DC). The study's findings revealed that four key stakeholder interests - political, regulatory, leadership, and operational - affect digitalisation in the health sector of DCs. Further, the study found that operational and leadership interests were emergent and were triggered by some digitalisation initiatives, which included, inter alia, the use of new eHealth software and the COVID-19 vaccination exercise, which established new structures and worked better through digitalisation. Conversely, political and regulatory interests were found to be relatively enduring since they existed throughout the pre- and post-digitalisation eras. The study also unearthed principal-agent conflicts arising from technological, organisational and regulatory factors that contribute to the paradoxical outcomes of digitalisation in the health sector.

This paper how to apply dynamic topic models to a set of cybersecurity documents to understand how the concepts found in them are changing over time.

The post paper: Temporal Understanding of Cybersecurity Threats appeared first on UMBC ebiquity.

Calls for greater diversity in management research, education and practice have increased in recent years, driven by a sense of fairness and ethical responsibility, but also because research shows that greater diversity of inputs into management processes can lead to greater innovation. But how can greater diversity of thought be encouraged when educating management students, beyond the advocacy of affirmative action and relating the research on the link between multiplicity and creativity? One way is to think again about how we introduce the subject. Introductory textbooks often begin by relaying the history of management. What is presented is a very limited mono-cultural and linear view of how management emerged. This article highlights the limits this view outlines for initiates in contrast to the histories of other comparable fields (medicine and architecture), and discusses how a wider, deeper and more engaged understanding of history can foster thinking differently.

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about firm leadership at other companies, and we examine the consequences for the valence of journalists' subsequent coverage. Our theoretical framework suggests that journalists who have engaged in negative coverage of a firm's leadership and strategy are especially likely to experience distancing from other leaders who (i) have friendship ties to the firm's CEO, (ii) are demographically similar to the CEO on salient dimensions, or (iii) are socially identified with the CEO as a fellow member of the corporate elite. Our theory and findings ultimately suggest that, due to the multiple sources of social identification between CEOs, journalists who engage in negative coverage of firm leadership tend to experience social distancing from multiple CEOs, and such distancing has a powerful influence on the valence of journalists' subsequent reporting about firm leadership and strategy across all the firms that they cover. We also extend our theoretical framework to suggest how the effect of social distancing on the valence of journalists' coverage is moderated by the early and late stages of a journalist's career.

If partnering with local firms is an intuitive strategy with which to mitigate uncertainty in foreign ventures, then why don't organizations always partner with local firms, especially in uncertain settings? We address this question by unbundling the effects of uncertainty in foreign ventures at the venture and country levels. We contend that, while both levels increase the need for partnering with local firms in foreign ventures, country-level uncertainty increases the difficulty of partnering with local firms and decreases the likelihood of such partnerships. We also posit that experiential learning helps firms manage the two types of uncertainty, and thereby reduces the need for partnering—yet, experience in the host country makes partnering more feasible and increases the likelihood of such partnerships. To test our hypotheses, we conceptualize the decision to partner with a local firm in a foreign venture as a multilayered decision, and model it accordingly. Using a global sample of venture capital investments made between 1984 and 2011, we find support for the distinct effects of venture- and country-level uncertainty as well as for corresponding levels of experiential learning. These findings have implications for the literature on cross-border venture capital investment and international business in general.

Firms play a crucial role in furthering social welfare through their ability to foster stakeholders' contributions to joint value creation, i.e., value creation that involves a public-good dilemma due to high task and outcome interdependence - leading to what economists have labeled the 'team production problem'. We build on relational models theory to examine how individual stakeholders' contributions to joint value creation are shaped by stakeholders' mental representations of their relationships with the other participants in value creation, and how these mental representations are affected by the perceived behavior of the firm. Stakeholder theory typically contrasts a broadly-defined 'relational' approach to stakeholder management with a 'transactional' approach based on the price mechanism - and has argued that the former is more likely to contribute to social welfare than the latter. Our theory supports this prediction for joint value creation, but also implies that the dichotomy on which it is based is too coarse-grained: there are three distinct ways to trigger higher contributions to joint value creation than through a 'transactional' approach. Our theory also helps explain the tendency for firms and their stakeholders to converge on 'transactional' relationships, despite their relative inefficiency in the context of joint value creation.

We develop and test a theoretical model that explores how individuals appraise different types of stressful job demands and how these cognitive appraisals impact job performance. The model also explores how charismatic leaders influence such appraisal and reaction processes, and by virtue of these effects, how leaders can influence the impact of stressful demands on their followers' job performance. In Study 1 (n = 74 U.S. Marines), our model was largely supported in hierarchical linear modeling analyses. Marines whose leaders were judged by superiors to exhibit charismatic leader behaviors appraised challenge stressors as being more challenging, and were more likely to respond to this appraisal with higher performance. Although charismatic leader behaviors did not influence how hindrance stressors were appraised, they negated the strong negative effect of hindrance appraisals on job performance. In Study 2 (n = 270 U.S. Marines) charismatic leader behaviors were measured through the eyes of the focal Marines, and the interactions found in Study 1 were replicated. Results from multilevel structural equation modeling analyses also indicate that charismatic leader behaviors moderate both the mediating role of challenge appraisals in transmitting the effect of challenge stressors to job performance, and the mediating role of hindrance appraisals in transmitting the effect of hindrance stressors to job performance. Implications of our results to theory and practice are discussed. Keywords: stress, leadership, job performance, multilevel modeling

Accumulated knowledge on organizational justice leaves little reason to doubt the notion that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates' cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors' individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates' judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, in a survey we found that minority supervisors faced bias relative to Caucasian supervisors when supervisors adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype activation and inhibition: participants viewed minority supervisors to be more deceitful than Caucasians when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern.

As evidenced by recent legislation and media attention, eradicating gender inequity in the workforce is of significant importance today. However, this interest in justice stands in bold contrast to the continued wage gap, the steady number of gender discrimination suits filed, and the plethora of cases exposed in the media. Previous data collected in 2006 suggests that university students do not perceive gender discrimination as a threat of major significance to themselves or others. University students tend to minimize or even disregard the likelihood that they will witness or experience gender bias or discrimination in their career. The current study serves as a continuation of and a comparison to the 2006 study, with the goal of determining whether the perspective of university students has shifted, or whether they continue to consider themselves to be immune to the injustice of gender discrimination at work. Our findings suggest that students in this cohort are not only more acutely aware of these issues, but that this awareness has expanded to include increased concern over gender discrimination against men as well. The reluctance of students to believe that they personally will be unaffected by gender discrimination has been and continues to be surprisingly high.

This article examines how and why business schools might be complicit in a growing disconnect between leaders, people supposed to follow them, and the institutions they are meant to serve. We contend that business schools sustain this disconnect through a dehumanization of leadership that is manifested in the reduction of leadership to a set of skills and its elevation to a personal virtue. The dehumanization of leadership, we suggest, serves as a valuable defense against, but as poor preparation for, the ambiguity and precariousness of leadership in contemporary workplaces. This article proposes ways to humanize leadership by putting questions about the meaning of leadership—about its nature, function, and development—at the center of scholarly and pedagogical efforts. Reflecting on our attempts to do so, we argue that it involves revisiting not just theories and teaching methods but also our identities as scholars and instructors.

We extend the knowledge-based perspective to consider the impact of spin-out founders on knowledge transfer to new ventures. We argue that existing theory largely ignores the founder's role as team catalyst who mobilizes a team and transmits the team's knowledge to a new venture. We address this gap by building theory on the role of a spin-out founder as a facilitator of co-mobility, and whose impact on firm outcomes is mediated by the size and organizational experience of the recruited team. The support for our hypotheses, through use of linked employee-employer US Census data from the legal services industry, has theoretical and practical implications for the knowledge-based view and human resource strategies for both existing and entrepreneurial firms.

Using data from 607 subjects organized in 161 teams (84 laboratory teams and 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We developed and tested a theoretical model arguing that when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This collective humility in turn creates a team emergent state focused on progressively striving toward achieving the team's highest potential (collective promotion focus), which ultimately enhances team performance. We tested our model across three studies wherein we manipulated leader humility to test the social contagion hypothesis (Study 1), examined the impact of humility on team processes and performance in a longitudinal team simulation (Study 2), and tested the full model in a multistage field study in a health services context (Study 3). The findings from these lab and field studies collectively supported our theoretical model, demonstrating that leader behavior can spread via social contagion to followers, producing an emergent state that ultimately affects team performance. Our findings contribute to the leadership literature by suggesting the need for leaders to lead by example, and showing precisely how a specific set of leader behaviors influence team performance, which may provide a useful template for future leadership research on a wide variety of leader behaviors.

Social welfare, or the good society, is of central concern to the Academy of Management. In this paper, we review the concept of social welfare, suggesting that regardless of discipline, social welfare is defined as a multi-dimensional phenomenon. We then review the literature on the corporate objective within a market economy, where the dominant view is that of a single-objective function. Analyzing this view, we argue for a multi-dimensional objective for organizations in order to meet social welfare objectives: where decision making within a market economy better utilizes the benefits of markets. We suggest that improvements in social welfare are possible where markets are better-enabled to operate among stakeholders unconstrained by some single-valued objective. In doing so, we respond to the critics of stakeholder theory who argue that it is an untenable theory due to its inability to specify how stakeholder objectives are to be prioritized.

Despite the extensive research into the effects of reputation, virtually all of this research has examined the effect of one type of reputation on one or more specific outcomes. In this study we ask the question: How do the reputations of analysts, CEOs, and firms individually and jointly affect firm outcomes? To answer this question we focus on a context where reputations are particularly relevant - changes in analyst recommendations and the effect of those changes on stock market reactions. Our study makes contributions to the growing reputation literature by being one of the first studies to recognize and measure how the market accounts for multiple reputations. Further, we argue and find that the reputations of different actors interact with each other when determining particular firm outcomes. We find that different actor's reputations influence the reactions of observers.

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.

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.

Do you teach anyone whom you would consider a member of the next generation of global leaders? If you answered "yes" to this question, you likely teach an audience within which many of its members already possess intercultural experience, have traveled widely, and perhaps speak several languages. These globally minded students demand in-depth learning approaches which help them prepare for complex global leadership settings. Global Leadership Practices is an excellent source of teaching materials and tools targeted to these learners.

In Strategic Corporate Social Responsibility (3rd edition) (SCSR), David Chandler and William B. Werther Jr. advance the view that the ability of firms to create value for a range of stakeholders over the medium- and long-term requires that they embed CSR into their strategies and operations. Its focus on the integration of CSR into strategic planning and implementation distinguishes SCSR from competing business and society textbooks, which tend to survey the field or focus on the management of the firm's relationships with stakeholders and society.

Research suggests that the structure of trainee reactions is captured with as few as one or as many as eleven dimensions. It is commonly understood that reactions contain both affective and cognitive components. To date, however, training research focuses largely on affective reactions that range from pleasant to unpleasant (i.e., valence). Here, we expand and further refine the construct of affective trainee reactions by including reactions that are more and less activating versions of pleasantness (e.g., excitement and calm, respectively) and unpleasantness (e.g., stress and boredom, respectively). We develop and validate a new measure based on this model and argue that the structure of affective reactions has implications for better understanding learning and course reputation outcomes. Results from a short online training indicate that reactions were best explained by four factors: pleasant activation (e.g., excitement), pleasant deactivation (e.g., calm), unpleasant activation (e.g., stress), and unpleasant deactivation (e.g., boredom). The relationships between these reactions and training outcomes suggest what is most beneficial for course reputation outcomes (i.e., pleasant activating reactions) may not benefit learning; what is most beneficial for learning (i.e., pleasant deactivating reactions) may benefit course reputation outcomes but slightly less so.