John E. Baur’s research while affiliated with University of Nevada, Las Vegas and other places

... Akin to the clearance process of a game, leaders approach task completion as a "leveling-up" process, which is designed with playful purposes and has the potential to increase their engagement at work (Scharp et al., 2023). In the case of diversionary fun, leaders participate in fun activities unrelated to work tasks, such as simple board games or physical sports (e.g., frisbee) during work hours (Blake et al., 2023;Bunea et al., 2023). Both cases exemplify the behavioral manifestation of leader fun. ...

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Leading while playing: How leader fun pursuit affects leadership perceptions and evaluations

... (Appelbaum et al., 2007;Götz et al., 2020;Rosle et al., 2023). This phenomenon includes a broad wide array of actions, spanning from minor rule-breaking to severe violations like theft or sabotage (Baur et al., 2022;Faldetta, 2020;Robinson & Bennett, 1995). While individual traits have often been cited as the primary predictors of deviant behaviours (Judge et al., 2006;Khattak et al., 2019a), there is a growing recognition that organisational factors play a important function in determining such conduct (Amin et al., 2020;Chen et al., 2018;Hashish, 2020). ...

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Exploring the Organisational Drivers of Workplace Deviance: A Systematic Review of Recent Literature

... for individual workers, employment in larger firms (Cobb & lin, 2017) and in the public sector (kumar et al., 2014) may improve wages and opportunities for mobility. in addition, power research indicates employees can increase their power through contributing to the organization in unique ways outside their job roles (Baur et al., 2021) though employees may be skeptical of this added effort in low-wage work. other ways to increase power for workers include increasing their potential value on the labor market through education and increasing their power within the organization through effort, expertise, and relationships (mechanic, 2016). ...

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The Role of Human Resource Management in Surviving or Thriving: A Review of Compensation Systems and Low-Wage Work

... Moreover, the extent of organisational support received by workers from their organisations has a significant impact on their job satisfaction, specifically via the organisations' ability to make working individuals experience considerable safety and psychological stability, thereby resulting in high-level job satisfaction and organisational commitment (Kim, 2017;Saks, 2019;Rhoades et al., 2001;Rahimi and Zaheri, 2020). Additionally, an important aspect in determining employees' attitudes and behaviours is identity (Haynie et al., 2019). What makes individuals satisfied with their jobs is the coherence of their feeling with the rudimentary characteristics of organisations (Marique and Stinglhamber, 2011;Zhang et al., 2018). ...

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Impact of perceived organisational justice, support and identity on workplace behaviour through job attitudes: verification in the role of LOC

... In workplaces, ideological polarisation negatively affects firm performance by eroding trust and effective communication between employees and between senior management (Rockey & Zakir, 2020). Empirical studies show that polarisation adversely affects other economic and political decisions, including whom to hire (Gift & Gift, 2015;Griffith et al., 2018;Roth et al., 2020), where to establish a firm (Barber IV & Blake, 2023) and whether to comply with government mandates (Flores et al., 2022;Painter & Qiu, 2021). It is therefore crucial to identify the causes of such disagreements and identify ways that higher education can contribute to addressing workplace and societal issues that stem from ideological polarisation. ...

Reference:

Education and ideological polarisation: Cross‐country evidence and recommendations for higher education

... However, accountability is not directed exclusively to external audiences but also includes internal accountability, where employees must be encouraged to have accountable behavior, which requires evaluation (Frink et al., 2018). With the advancement of technologies and considering complex systems structures, the relationship between accountability and evaluation has also evolved. ...

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ACCOUNTABILITY EVALUATION IN SYSTEMS-OF-INFORMATION SYSTEMS BASED ON SYSTEMS THINKING

... It involves identifying and developing potential successors to fill key positions within an organization, ensuring stability and long-term success (Rothwell, 2010;Calareso, 2013). Effective succession planning fosters talent development, reduces recruitment costs, and enhances organizational performance (Griffith et al., 2019;Mehreen & Ali, 2022). ...

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Succession Planning to Address the Gender Gap in Executive Positions: Insights from Iceland

... Most often in the organizational literature, researchers measure empathy as a trait, using self-ratings on off-theshelf, general purpose instruments such as the widely used Interpersonal Reactivity Index (IRI; Davis, 1983) and then investigating correlates of those individual differences (e.g., Aw et al., 2020;Cartabuke et al., 2019;Haynie et al., 2019;Jiang et al., 2019;Longmire & Harrison, 2018;Pohling et al., 2016;Scott et al., 2010;Taylor et al., 2010). Researchers sometimes measure empathy using observer reports such as subordinates' ratings of managers (Sadri et al., 2011), and there are discussions of how to promote empathy in workplaces (Ganegoda & Bordia, 2019). ...

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Employees’ views on empathic behavior in the workplace: a bottom-up approach to understanding empathy

... Originating in positive psychology, psychological capital is a higher-order construct comprised of four first-order constructs: self-efficacy, hope, optimism, and resilience. Team members high in psychological capital can more effectively address problems, cope with uncertainty, overcome challenges, and inspire others through a contagion effect (Baur et al., 2018). Psychological capital is a resource that allows teammates to remain positive despite obstacles and to serve as role models for others (Gooty et al., 2009). ...

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Let’s Get Physical: Physical Activity as a Team Intervention at Work

... Leadership research and entrepreneurship research are distinct fields of inquiry. Discussions on integrating the two fields (Pollack et al., 2020;Reid et al., 2018) have led to ongoing debates as to whether EL is simply leadership in an entrepreneurial context or an entrepreneur demonstrating a leadership style (Leitch & Harrison, 2018a, 2018b. Pollack et al. (2020) examine how literature in recent decades has defined leadership and entrepreneurship, and they conclude "the boundary conditions embedded within each definition preclude each term from being fully assimilated by the other" (p. ...

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A conceptual model of entrepreneurial leadership: how entrepreneurial leaders enable entrepreneurial opportunity