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46833 results in Management

Page 165 of 2342

  • The Health-Augmented Lifecycle Model – CORRIGENDUM

  • J.P. Sevilla
  • Journal:
    Journal of Benefit-Cost Analysis / Volume 15 / Issue 1 / Spring 2024
    Published online by Cambridge University Press:
    19 November 2024, p. 223
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  • Industrial-organizational psychology research is useful for small businesses

  • James W. Beck
  • Journal:
    Industrial and Organizational Psychology / Volume 17 / Issue 4 / December 2024
    Published online by Cambridge University Press:
    19 November 2024, pp. 449-451
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  • Counteracting threats to DEI with good trouble and innovation

  • William G. Obenauer
  • Journal:
    Industrial and Organizational Psychology / Volume 17 / Issue 4 / December 2024
    Published online by Cambridge University Press:
    19 November 2024, pp. 495-498
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  • The scientist–practitioner gap: A call to end the debate

  • Mark Stroud
  • Journal:
    Industrial and Organizational Psychology / Volume 17 / Issue 4 / December 2024
    Published online by Cambridge University Press:
    19 November 2024, pp. 439-442
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  • Neurodiversity and inclusive social value management practices

  • Vanessa Ratten
  • Journal:
    Journal of Management & Organization / Volume 31 / Issue 1 / January 2025
    Published online by Cambridge University Press:
    19 November 2024, pp. 298-306
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  • The neurodiversity movement takes a societal view of individual differences by suggesting that people should be respected and not necessarily medically treated based on personal attributes. This commentary article discusses how human differences in intellectual capacities should be considered as another form of diversity with the requirement for medical intervention needing to be considered in terms of overall social change. As a significant portion of the overall workforce could be considered as people with some form of neurological disability this article analyses how co-creation processes occur meaning neurodiverse individuals should be accepted in society regardless of their differences. This article contributes to societal discussions around managing diversity as in society the socio-demographic categories such as age and gender are well established, but newer categories such as neurodiversity are required.

  • Adaptive crisis management at the operational level: Responses to COVID-19 in the Australian resources sector

  • Michael M. Ajith, Andrei A. Lux, Tim Bentley, Michelle Striepe
  • Journal:
    Journal of Management & Organization / Volume 31 / Issue 4 / July 2025
    Published online by Cambridge University Press:
    19 November 2024, pp. 1909-1933
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  • The COVID-19 pandemic in 2020 significantly impacted Australia’s resources sector, particularly mining, oil, and gas industries, posing challenges for operational leaders. This study applied Adaptive Crisis Management Theory (ACMT) to understand how these leaders adapted during the crisis. Through interviews with 32 operational leaders, it was found that their roles evolved as crisis demands changed. Initially, they addressed immediate needs, then shifted focus to remote work facilitation and digital transformation, and finally emphasised recovery, trust, and resilience. These adaptations influenced leaders’ behaviours, highlighting the importance of flexibility in supporting employee wellbeing and organisational continuity during crises.

Page 165 of 2342