Volume 20 of Research in Occupational Stress and Well Being features contributions that expand the understanding of how occupational stressors can build employee resilience and enhance their well-being while at the same time creating negative employee outcomes such as depletion, exhaustion, and depression. To this end, chapters take a hard look at examining the outcomes of work stressors, the circumstances or conditions that can change or even reverse the relationship between stressors and outcomes, and theoretical accounts for apparent contradictions in this literature. Examining the Paradox of Occupational Stressors: Building Resilience or Creating Depletion represents insightful, intriguing, and timely research into the paradox of experienced stress in the workplace.

Volume 19 of Research in Occupational Stress and Well-Being explores and enhances our understanding of how stress and well-being at work can change over time. Much of the prior literature in occupational stress and well-being is designed to look at antecedents of stress and well-being, treating them as dependent variables. Although these models implicitly acknowledge the dynamic nature of stress and well-being, they are often assessed at a single time point and treated as a static end-state. This volume moves beyond this approach by explicitly examining stress and well-being as a dynamic phenomenon by examining changes in stress and well-being that happen developmentally, because of intentional interventions on the part of organizations, in response to job role or job status transitions, or which examine the ways in which changes in stress and well-being is conceptualized and assessed.

Volume 18 of Research in Occupational Stress and Well-Being is focused on the stress and well-being related to Entrepreneurship and Small Businesses. This volume focuses on entrepreneurial and small business owners; stress, health, and well-being as it relates to personal, work, and success outcomes. The literature linking stress with entrepreneurship and small business has been somewhat scattered to date in that stress has been treated as an antecedent of decisions to create new ventures, a frequent outcome experienced by entrepreneurs and small business owners (or self-employed businesses), and a moderator of the entrepreneurial process. We attempt to resolve some of the inconsistences theoretically and to better frame future research in this important area of study. We have seven chapters that cover topics from theory-building to context in small businesses to utilizing resources. We have divided our seven chapters into three sections. In the first section, we include three chapters that examine new theories, frameworks and future research agendas in entrepreneurship. In the second section, we have two chapters that examine contexts, specifically, heterogeneity and non-family membership in small businesses. In the final section, we have chapters that examine the important role of resources in entrepreneurship. We believe this volume offers critical analyses of research on stress and entrepreneurship as well new frameworks for future research.

Volume 21 of Research in Occupational Stress and Well Being focuses on stress and well-being as it pertains to strategic management and decision-making. In the past few decades, the strategic leadership of firms has been faced with unprecedented challenges in terms of technological changes, economic and political crises, and radical shifts in the workplace owing to health crises. These events have highlighted the need to understand the consequences of stress as a factor impacting strategic decisions. At the same time, firms are increasingly realizing the need to account for the stress and well-being of their employees, their customers, and their communities as factors influencing the ability of their businesses to flourish in a sustainable manner. Chapters in this volume cover a range of topics including: How stress and well-being can influence the decision-making and effectiveness of higher management teams. How organizational changes such as mergers/acquisitions or downsizing might impact the stress and well-being of both leaders and followers. Strategic initiatives that might directly or indirectly promote the well-being of organizational members or customers. CEO mental health and its consequences for strategy and organizational effectiveness. Strategic decision-making in times of crisis. Highlighting how both leader and follower stress and well-being can serve as antecedents and consequences of strategic actions and initiatives, or even be a core concern of strategic plans, Stress and Well-Being at the Strategic Level spotlights the importance of stress and well-being for organizations, their leaders, and the individuals who are impacted by their decisions.