As a threat, a pandemic has indirect implications for social, economic and political conditions both at domestic and international levels. Thus, collective and comprehensive efforts are needed in responding to and preventing the expansion of infections caused by the virus, including Covid-19. This international conference provides the discourse on social, economic as well as political issues regarding the condition after the pandemic. Social issues are studied through social welfare, sociology, governance, communication and international relations approaches. Meanwhile, economic problems are discussed through business, economic development and economic management approaches. Under the First International Conference on Humanities and Social Sciences (ICHSOS) 2021, speakers from several countries provided solutions and alternative perspectives in preventing and dealing with problems after the Covid-19 pandemic. This book contains 42 papers presented at the conference.

The new standards and changes exist in social science studies. Covid 19, especially in Indonesia, at the end of 2019, has an impact on changes in every sector of life. This change is a form of community adaptation. Therefore, this conference aims to explore theoretical and practical developments of the social sciences, to build academic networks while gathering academics from various research institutes and universities. This book provides the new standard and encourages many thoughts in theoretical and empirical studies in the social field. The scope that can be generated in this standard includes patterns, opportunities, and challenges in social science, learning to new standards, learning innovation, and implementing new learning standards in Indonesia, which was adopted in the form of the Merdeka Belajar program. The study results will fill the gaps in knowledge in the new social life and social science. Therefore, this book aims to mediate the researchers in the same field to discuss and find solutions to current issues in the social field and build cooperation and synergy in creative ideas to work together to create joint research. This book will be interesting to students, scholars, and practitioners who have a deep concern in social science. It is futuristic with a lot of practical insights for the students, faculty, and practitioners. Since the contributors are from across the globe, it is fascinating to see the global benchmarks.

This book is a pioneering work that maps out the ideological evolution of HRM research and practices, with a particular focus on our contemporary era of multinational corporations. It explores the ideological evolution of Human Resource Management (HRM) from the 1950s to the present day and maps out the development of HRM research and practices from a Critical Theory perspective. Its findings open up avenues for metatheoretical development within the HRM research field and provide employees under modern capitalism with emancipatory awareness. Both the theoretical framework and the empirical findings of this study will be of interest to HRM researchers as well as management researchers of all epistemological backgrounds, particularly those working within Critical Management Studies. This work will also appeal to teachers and students, and it could serve as a textbook for a number of postgraduate level courses, including Organization Theory, Critical Management Studies, Human Resource Management, Business History, Sociology of Management, and Critical Theory.

In Changing Bureaucracies, international experts provide an unparalleled look at how public sector bureaucracies can better adapt to the reality of unprecedented levels of uncertainty and complexity, and how they can better respond to the emerging needs and demands of citizens and beneficiaries. In particular, they discuss in detail how evaluation can play an important role in aiding bureaucracies in adapting, while noting that the value of evaluation is not at all automatic. Written in a clear and accessible prose, the contributors identify stability as a strength of bureaucratic structures, although adaptability is required in order to remain relevant. They also emphasize the need for bureaucratic rules and practices to be open to examination, such as through evaluation, noting that these rules may take on a life of their own, increasing distrust and conflicting with a meaningful focus on how outcomes and impacts benefit citizens. The book concludes with guidance for both evaluators and for public sector leaders about steps that they can take to improve the responsiveness and relevance of public sector organizations. Pioneering the provision of reflections on how evaluation can play an important role in aiding bureaucracies in adapting, Changing Bureaucracies is an important acquisition for public sector leaders, evaluators, evaluation managers and commissioners and academics alike.

Fear is a fundamental emotion, a process combining four elements: physiological arousal, subjective feelings, cognitive interpretation and behavioural expression. The notion of fear is related to such terms as apprehension, uncertainty, risk, anxiety, horror. Fear has always accompanied people. It is ubiquitous, but its level rises when people pursue tasks or objectives, are controlled or assessed. Hence, its strong presence in management processes. This book illustrates various types of fear, its sources and consequences, as well as reduction methods. The authors discuss notions related to fear (e.g. uncertainty, anxiety), the significance of fear and its roles from the points of view of business owners, employees, trade unions, and managers, as well as the roles of fear in various management concepts. They present various methods and tactics of employee intimidation including humiliation, false accusations, excessive control, blackmail, bullying, and harassment. The objective of Management, Organization and Fear: Causes, Consequences and Strategies to make the reader aware of economic and social benefits available if an organizational environment is free from fear. It aims to ensure that the reader knows how to reduce fear and how to defend against its negative consequences and will therefore be of value to researchers, academics, managers, and students in the fields of organizational studies, human resource management, work and organizational psychology, and sociology.

This edited volume builds on the previously published Self-Initiated Expatriation: Individual, Organizational, and National Perspectives, which served to give in-depth insights into the concept and the processes of self-initiated expatriation and presented different groups undertaking self-initiated foreign career moves. While more than a hundred articles on self-initiated expatriation (SIE) have been published in the meanwhile, an examination of the research questions and samples of SIEs in published SIE research shows that the role of context and its impact on SIEs' career-related decisions and behaviors has not been explored sufficiently. This raises the question in how far existing research results are comparable. The aim of this follow-up volume is to deepen the understanding of SIEs' careers, focusing on the contextual influences of space, time, and institutions on the heterogeneous SIE population. More specifically, the editors aim to shed light on spatial conditions in terms of the home and host country conditions on the self-initiated expatriation experience and examine developments over time in terms of temporality of conditions and SIEs' life-course. Moreover, the influence of the institutional context in terms of occupational, organisational, and societal specificities will be analysed. All chapters are based on strong theoretical foundations that serve to conceptualise "context" and are written by both established and emerging global academics and researchers. Self-Initiated Expatriates in Context contributes to conceptual clarity in the burgeoning field of SIE research by drawing attention to the importance of exploring context and, thus, boundary conditions to careers. It offers specific guidance for an improvement of future SIE-related research in order to enhance the validity of future empirical studies as well as for an improvement of managerial practice. It will be of interest to researchers, academics, practitioners, and students in the fields of international business, human resource management, organisational studies, and strategic management.

Mapping Career Counseling Interventions provides an innovative insight into identifying and resolving problems within career management. In recent years, myriad of counselling tools has been developed so that practitioners can offer the most appropriate support possible. To guide the selection of such tools, this book offers a "map" that introduces and links 63 frequent career management difficulties with more than 160 qualitative interventions and solutions. Through its highly organized layout and extensive detail, major career management difficulties-namely lack of motivation, indecisiveness, dysfunctional beliefs, lack of information, conflicts, and lack of employability-are scrutinized and divided into specific, more manageable sub-difficulties. Targeted interventions to address each of those difficulties, originating from vocational, motivational, and positive psychology, are then suggested and described. From these conclusions, the book delivers practical advice to help conduct these interventions in a sensitive and respectful manner. Overall, this book outlines the most effective ways to foster a good working alliance. One of the book's standout features is its inclusion of an inventory and card sort to facilitate the identification of obstacles to professional choice and career management. This book is a pivotal resource for the large and diverse community of career development practitioners, such as career counsellors, career advisors, employment counsellors, and career coaches, regardless of their specific audience and work settings.

Management and the Sustainability Paradox is about how humans became disconnected from their ecological environment throughout evolutionary history. Begining with the premise that people have competing innate, natural drives linked to survival. Survival can be thought of in the context of long-term genetic propagation of a species, but at the same time, it involves overcoming of immediate adversities. Due to a diverse set of survival challenges facing our ancestors, natural selection often favored short-term solutions, which by consequence, muted the motivations associated with longer-range sustainability values. Managerial decisions and choices mostly adopt a moral calculus of costs versus benefits. Managers invoke economic and corporate growth to justify virtually any action. It is this moral calculus underlying corporate behavior that needs critical examination and reformation. At the heart of it lie deep moral questions that we examine in this book, with the goal of proposing ethical solutions to the paradox. Management and the Sustainability Paradox examines the issue that there appears to be an inherent paradox between what some businesses view as "a need for progress" and " a concern for sustainability". In business, we often see a collision between ideas of progress and sustainability which shapes corporate actions, and managerial decisions. Typical corporate views of progress involve the creation of wealth, jobs, innovative products, and social philanthropic projects. On the basis of these "progressive" actions they justify their inequitable distribution of surpluses by paying low wages and exploiting ecological resources. It is not difficult to see the antagonistic interplay between technological and social innovation with our values for social and environmental well-being and a dualism that needs to be overcome. This book is intended for a broad appeal to an academic and policy maker audience in the sustainability and management fields. The book will be of vital reading for managers seeking to reconnect our human chain with the natural environment in the cause of sustainable business.

For more than a decade, organizational behavior scholars have highlighted the importance of studying phenomena through a temporal lens by focusing on the role of time and its various implications for research. When a phenomenon occurs, what aspects of the phenomena are being influenced, how these aspects are being influenced, and why this influence occurs are considerations of the utmost importance when trying to understand the full essence of organizational behavior. Handbook on the Temporal Dynamics of Organizational Behavior is designed to help scholars begin to address the temporal shortcomings in the extant organizational behavior literature. The handbook provides conceptual and methodological reasons to study organizational behavior from a dynamic perspective and offers new conceptual and theoretical insights on some of the most popular organizational behavior topics. By providing the methodological and analytical tools needed to translate dynamic ideas into dynamic reality, this handbook will become a guiding light for scholars, academic audiences, and evidence-based management practitioners who wish to tackle the challenges of dynamic organizational behavior research.

From authors used to operating between the commercial, public and independent sectors of the mixed cultural economy, Understanding Creative Business bridges the gap between creative practice and mainstream business organisation, entrepreneurship and management. Using stories, case studies and exercises it discusses the positioning of creative practice within professional and business development, cultural policy-making and the wider cultural economy, and suggests what the broader field of business and management studies can learn from the informal structure and working practices of creative industries networks. Consideration is given to how ethical and moral value orientations animate creative practice and how they play into the wider debate about social responsibilities within business and public policy. The authors also explore the way creative business practices often coalesce around emergent and self-organized networks and how this signals alternative approaches to management, entrepreneurship, business organisation and collaboration. Above all else this book is about relationships; the practical examples expose the ways creative business can professionalise research, develop and sustain routes to growth through 'open' collaborative innovation and the lessons this holds for more general business innovation and policy engagements with the public domain. Written in accessible language, this book will be useful to researchers, students, educators and practitioners within the creative industries; to those working within cultural policy, arts and cultural management; and to all with an interest in management and leadership.

Contesting Inequality and Worker Mobilisation: Australia 1851-1880 provides a new perspective on how and why workers organise, and what shapes that organisation. The author's 2018 Origins of Worker Mobilisation examined the beginning of worker organisation, arguing inequality at work, and regulatory subordination of labour, drove worker resistance, initially by informal organization that slowly transitioned to formal organisation. This new volume analyses worker mobilisation in the period 1851-1880, drawing data from a unique relational database recording every instance of organisation. It assesses not only the types of organization formed, but also the issues and objectives upon which mobilisation was founded. It examines the relationship between formal and informal organisation, including their respective influences in reshaping working conditions and the life-circumstances of working communities. It relates the examination of worker mobilisation to both historical and contemporary contexts and examines mobilisation by different categories of labour. The book identifies important effects of mobilisation on economic inequality, hours of work (including the eight-hour day and the beginnings of the weekend) and the development of democracy. It will be of interest to researchers, academics, and students in the fields of social mobilisation, social and economic history, industrial relations, labour regulation, labour history, and employment relations.

Concise expert guide to a key research topic Unique shortform premium literature review Essential reading for early career researchers and established scholars new to the topic

Organizations and Complex Adaptive Systems explains complexity theory within the organizational studies and discusses the applicability of complex adaptive systems principles for intraorganizational and interorganizational levels. Complex adaptive systems and complexity theory have been studied in many different fields of science. When studying the application of complex adaptive systems within social sciences, not many are seen in real terms in contrary to the myriads of theories and propositions available. The complex adaptive systems perspective is presented in quantitative terms in natural sciences, but a quantitative approach has not been used within social sciences a lot comparatively. This book links the basics of complex adaptive systems to social sciences, focusing on organizational studies and covering interorganizational, organizational, and individual levels. It shows the latest state of knowledge on the topic and will be of interest to researchers, academics, managers, and students in the fields of management, organizational theory and behavior, and strategic management.

The results of the quality revolution have been mixed. Global competition has elevated the most successful companies, in terms of providing goods and services, but even then initiatives such as total quality, business process re-engineering and Six Sigma have been heralded as the solution, only to have been replaced with the next 'big thing' when it came along. Hoshin Kanri is not the next big thing in quality, it is a strategic approach to continuous improvement that provides a context for all of the individual elements such as Six Sigma or Lean Manufacturing. David Hutchins' Hoshin Kanri shows you how to develop a dynamic vision for continuous improvement; to implement effective policies to support it; to link key performance indicators to Six Sigma, Lean Manufacturing and Kaizen and to sustain a strategy-led programme for improving business performance.

Volume 39 of Research in Personnel and Human Resources Management contains eight original scholarly monographs written by thought leaders in the field of human resources management. This volume focuses on generational issues that have been created by a global pandemic, gig economy in relation to human resources management, immigrant and refugee issues in human resources management, pay dispersion issues, network structures and human resources management, human resources issues in family organizations and managing human resources during economic downturns.

This proceedings volume of InCoTEPD 2018 covers many ideas for handling a wide variety of challenging issues in the field of education. The outstanding ideas dealing with these issues result in innovation of the system. There are many innovation strategies resulting from recent research that are discussed in this book. These strategies will become the best starting points to solve current and future problems. This book provides an in-depth coverage of educational innovation developments with an emphasis on educational systems, formal or informal education strategies, learning models, and professional teachers. Indeed, those developments are very important to be explored for obtaining the right way of problem-solving. Providing many ideas from the theoretical foundation into the practice, this book is versatile and well organized for an appropriate audience in the field of education. It is an extremely useful reference for students, teachers, professors, practitioners, and government representatives in many countries.

Although various factors contribute to failed change, one of the key reasons for change failure is the inability of leaders to gain the trust of employees, to understand the interaction between their subordinates, and to convince them to support change and to commit the energy and effort necessary to implement it. The aims of this book are to establish theories in order to describe and explain how human behaviors and contexts interact dynamically in these changes, and manage change and justice by reducing inequalities, giving emphasis to distributive justice. In addition, the aim of this book is also for readers to better understand employees' perceptions of organizational justice by senior management which is particularly important during the organizational change because change cannot succeed without the acceptance and support from employees. Organizational Justice and Organizational Change: Managing by Love provides readers a theoretical understanding and recommendations for acting properly in an organization, forming a comprehensive tool and better enable practitioners to achieve management of change and justice in organizations. It will be of interest to researchers, academics, practitioners, and students in the fields of change management, organizational studies, leadership, and strategic management.

Neuroscience and Behavioral Neuroscience offered by many universities, and coursework has historically been very technical/scientific, now there is increasing demand within these programs for showing application. This book fills this gap in the market. Looks to dispel myths as well as reinforcing careful application of behavioral neuroscience. Spans many areas and gives a broad overview of BN careers: from clinical practice, forensics, consumer psychology, economics, leadership, education, health and robotics.

The ethics of data and analytics, in many ways, is no different than any endeavor to find the "right" answer. When a business chooses a supplier, funds a new product, or hires an employee, managers are making decisions with moral implications. The decisions in business, like all decisions, have a moral component in that people can benefit or be harmed, rules are followed or broken, people are treated fairly or not, and rights are enabled or diminished. However, data analytics introduces wrinkles or moral hurdles in how to think about ethics. Questions of accountability, privacy, surveillance, bias, and power stretch standard tools to examine whether a decision is good, ethical, or just. Dealing with these questions requires different frameworks to understand what is wrong and what could be better. Ethics of Data and Analytics: Concepts and Cases does not search for a new, different answer or to ban all technology in favor of human decision-making. The text takes a more skeptical, ironic approach to current answers and concepts while identifying and having solidarity with others. Applying this to the endeavor to understand the ethics of data and analytics, the text emphasizes finding multiple ethical approaches as ways to engage with current problems to find better solutions rather than prioritizing one set of concepts or theories. The book works through cases to understand those marginalized by data analytics programs as well as those empowered by them. Three themes run throughout the book. First, data analytics programs are value-laden in that technologies create moral consequences, reinforce or undercut ethical principles, and enable or diminish rights and dignity. This places an additional focus on the role of developers in their incorporation of values in the design of data analytics programs. Second, design is critical. In the majority of the cases examined, the purpose is to improve the design and development of data analytics programs. Third, data analytics, artificial intelligence, and machine learning are about power. The discussion of power-who has it, who gets to keep it, and who is marginalized-weaves throughout the chapters, theories, and cases. In discussing ethical frameworks, the text focuses on critical theories that question power structures and default assumptions and seek to emancipate the marginalized.

This book argues that employers' organizations are resilient organizations that adapt to changing circumstances by developing new practices. Adaptation has been prompted by changing economic and social contexts, including state interventions and union activities. Contexts vary over time, across countries and world regions. The purpose of the book is to explore these variations and their impacts on employer organization. The book covers the following themes across four book sections: theoretical perspectives on employer collective action; employers' organizations in different types of capitalism; different types of employers' organizations; and international and comparative employer interest representation. Theoretical explorations examining employer power, political preferences, meta-organizing, and ideological foundations are complemented by studies of employers' organization in China, Denmark, Australia, Germany, Turkey, Canada, and the UK. Different types such as regional and international employers' organizations are also examined. The book is one of the few edited volumes to examine employer collective action within work and employment, and is the first since 1984 to consider western and non-western contexts. The book will be of interest to employment relations and sociology of work researchers, scholars, advanced students, and practitioners as it brings new perspectives to an understudied actor in employment relations: employers' organizations.

Within entrepreneurship education, Team Academy is seen by some as an innovative pedagogical model that enhances social connectivity, as well as experiential, student-centred, and team-based learning. It also creates spaces for transformative learning to occur. This second book of the Routledge Focus on Team Academy book series includes chapters from contributors working with the TA methodology in academic institutions around the world that discuss the challenges, benefits, and approaches to embedding the TA methodology in practice (around coaching, assessment, transformative learning, partnerships, programme evolution, etc.). This book is aimed at academics, practitioners, and learners engaged in the Team Academy methodology, pedagogy, and model, as well as those interested in the area of entrepreneurial team learning. Readers will be inspired to innovate in their delivery methodologies and to explore learning-by-doing approaches to creating value. The book also aims to challenge the discourse around entrepreneurship and entrepreneurial activities, offering insights, research, stories, and experiences from those learning and working in the Team Academy approach.

Masterfully combining his understanding of business and American history, Harvard Business School professor Richard S.Tedlow illuminates the professional and personal lives of these nineteenth- and twentieth- century titans, men with penetrating insight whose need to fulfill their destiny outweighed their fear of failure.

Research has shown that having a diverse organization only improves and enhances businesses. Forbes and Time report that diversity is an $8 Billion a year investment. However, poorly implementing diversity programs have damaging effects on the organization and the very individuals these programs attempt to help. Poorly implemented programs can cause peers and subordinates to question decisions and lose faith in leadership. In addition, it can cause even the most confident individuals to doubt their own skillset and qualifications. Many organizations have turned to training to solve this complex issue. Yet still, other organizations have created and filled diversity and inclusion positions to tackle the issue. The effects of these poorly implemented programs are highlighted during strenuous times such as the latest COVID-19 pandemic. Marginalized people are more marginalized, and resources and support do not reach everyone. Tasks such as providing technical support, conducting large group meetings, or distributing work obligations without seeing employees on a daily basis becomes more challenging. Complex problems cannot be solved with simple solutions. Using organization development (OD) to develop a comprehensive change initiative can help. This book outlines how properly conducting an OD change initiative can effectively increase an organization's diversity and inclusion -- it is grounded in research-based literature on diversity and OD principles. Many organizational leaders realize the key importance of diversity, equity, inclusion and multiculturalism in modern organizations. It is only through such efforts can organizations thrive in a networked world where much work is done virtually-and often across borders. But a common scenario is that leaders, recognizing the need for a diversity program, will pick someone from the organization to launch it. Perhaps the person identified for this challenge is in the HR department but has had no experience in launching diversity efforts-or even in managing large-scale, long-term, organization wide change efforts. But these are the challenges to be faced. This book quickly identifies some reasons why diversity programs fail and how to avoid those failures. The majority of the book highlights how to use OD to improve organization culture and processes to not only increase diversity and inclusion but develop overall organization talent and prevent personal preferences and biases from hindering the selection of the best talent for positions.

Research has shown that having a diverse organization only improves and enhances businesses. Forbes and Time report that diversity is an $8 Billion a year investment. However, poorly implementing diversity programs have damaging effects on the organization and the very individuals these programs attempt to help. Poorly implemented programs can cause peers and subordinates to question decisions and lose faith in leadership. In addition, it can cause even the most confident individuals to doubt their own skillset and qualifications. Many organizations have turned to training to solve this complex issue. Yet still, other organizations have created and filled diversity and inclusion positions to tackle the issue. The effects of these poorly implemented programs are highlighted during strenuous times such as the latest COVID-19 pandemic. Marginalized people are more marginalized, and resources and support do not reach everyone. Tasks such as providing technical support, conducting large group meetings, or distributing work obligations without seeing employees on a daily basis becomes more challenging. Complex problems cannot be solved with simple solutions. Using organization development (OD) to develop a comprehensive change initiative can help. This book outlines how properly conducting an OD change initiative can effectively increase an organization's diversity and inclusion -- it is grounded in research-based literature on diversity and OD principles. Many organizational leaders realize the key importance of diversity, equity, inclusion and multiculturalism in modern organizations. It is only through such efforts can organizations thrive in a networked world where much work is done virtually-and often across borders. But a common scenario is that leaders, recognizing the need for a diversity program, will pick someone from the organization to launch it. Perhaps the person identified for this challenge is in the HR department but has had no experience in launching diversity efforts-or even in managing large-scale, long-term, organization wide change efforts. But these are the challenges to be faced. This book quickly identifies some reasons why diversity programs fail and how to avoid those failures. The majority of the book highlights how to use OD to improve organization culture and processes to not only increase diversity and inclusion but develop overall organization talent and prevent personal preferences and biases from hindering the selection of the best talent for positions.

Davanti Nella Gara, an Italian bicycle company, makes the best racing bikes in the world. But after decades of market dominance, competitors have brought the industry leader back to the Peloton. The company's second-generation owner longs for retirement, but a tired product lineup is pushing down profits and the firm's market value will never support his ride into the sunset. The flawed but beloved owner seeks out the counsel of an old friend and successful businessman, who steers him toward a fast and remarkable transformation, one fueled by a relentless focus on innovation excellence. An engaging business novel, Winning Innovation dives into the art and science of innovation; the thrills of the European bike-racing circuit; the vibrant landscape and cuisine of Italy; and a cast of intriguing characters who work to put Davanti on the road to sustained prosperity. The company's leader isn't afraid to learn and apply new ideas to reenergize his company, and finds he cares more about his employees than he could ever imagine. A young innovator struggles to see a product idea to fruition as well as rise into management - and he falls in love along the way. A newly promoted R&D director brings teamwork and transparency to product development and aligns the entire company around innovation. With the help of a seasoned and persistent change agent, in just a year, Davanti deploys a well-defined and -sequenced transformation - a complete and seamless process that can be replicated and scaled by most companies. The leader engages associates in pursuit of the right vision and strategy, candidly supporting them all as they unleash their creative sparks, work through personality conflicts, and take on real-world challenges faced by companies every day. They learn and apply traditional R&D principles in new ways (e.g., cost of delay, sprints, fail fast, late start) and successfully leverage emerging innovation and change-management principles (e.g., idea-creation events, knowledge management, workplace humility, visual management, lean project management). And an aligned, three-phase innovation process - from idea creation to technology development and product design - provides the innovation infrastructure the company needs for revenue creation and success beyond racing bikes. From a top-heavy organization dominated by power struggles and finger-pointing emerges a new Davanti Nella Gara - a flattened, innovative company with: Clear vision and endorsed goals and strategy Speed, responsiveness, and agility Widespread, successful creativity Collaboration and teamwork Superior risk management Respect for people Unquestionable ethics Changed leadership and associate behaviors Project management excellence Rapid problem-solving and experimentation Not just the story of an R&D transformation, Winning Innovation illustrates a companywide transformation of a magnitude that only superior R&D can make possible. It may well be the first book to chronologically introduce the principles for a complete innovation excellence transformation along with the parallel people transformation that is necessary for real change to occur. The end result for Davanti Nella Gara is a dominant new culture based on respect and humility, highly efficient processes that will deliver a wealth of innovations, sales, and profits for many years to come, and an owner who leaves a bright future for the people and company he's known and loved his entire life.