<abstract><title style='display:none'>Abstract</title>This study aims to create a list of CSFs for China’s BOT projects to help organizations achieve project success. We first describe the role of CSFs in terms of three broad categories of whether BOT projects adopt strategies for risk transfer, the degree to which BOT projects foster the ‘whole- life approach’ to project design and management and extent to which BOT projects ensure timely delivery and supplies good-quality products and services. Based on an initial CSF list, a questionnaire survey was conducted to identify the relatively important CSFs for BOT projects in China. Our initial assessment shows that the key CSFs corresponded to our defined categories of BOT projects’ success factors. We then provide an updated list of CSFs with the top ten factors in ranking analysis. This list of CSFs could play a useful role in the phases of preparing, bidding, constructing, operating and transferring of BOT projects.</abstract>

Critical success factors for build–operate–transfer (BOT) projects in China

<abstract><title style='display:none'>Abstract</title>This paper considers Geert Hofstede’s claim that his national cultural ‘dimension scores’ and related rankings of countries enable effective prediction by examining a causal generalisation he has repeatedly used to illustrate that capability. When tested against cross-sectional and longitudinal empirical data about conflicts in industrial relations, the generalisation is shown not to have predictive power. A second generalisation is then tested, which also fails to demonstrate predictive capability. This paper discusses some characteristics of valid cross-national research in the light of these predictive failures.</abstract>

Claiming too much, delivering too little: testing some of Hofstede’s generalisations

Book Review: The Oxford Handbook of Conflict Management in Organizations

<abstract>
<title style='display:none'>Abstract</title>
The aim of this research is to examine the effect of organisational culture on organisational performance in the context of the hospitality industry in the UK. Organisational culture was studied based on the Denison model. The study was conducted based on a quantitative research method and primary data was collected, with questionnaires, from 440 employees in the hospitality industry. The study reveals that organisational culture significantly affects organisational performance. Moreover, it is found that adaptability and mission are two key elements of organisational culture that significantly affect organisational performance. Furthermore, intrapreneurship fully mediates the relationship between adaptability and organisational performance. In addition, intrapreneurship fully mediates the relationship between mission and organisational performance. Hence, managers working in the hospitality industry are required to give considerable attention to adaptability and mission as two important elements of organisational culture in order to achieve intrapreneurship, and to ultimately improve the performance of an organisation.
</abstract>

The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

<abstract>
<title style='display:none'>Abstract</title>
This research focuses on (non-)compliance with unethical requests in the context of external recruitment specialists and their susceptibility to the ‘loyal matchmaker’ dilemma. A total of 176 Israeli recruitment specialists were presented with ethical dilemmas in which a client makes an unethical request. The focal point of ethical obligation was measured based on the Basic Human Values theory. Results indicated direct and indirect connections with the readiness to comply with unethical requests. Conformism with agency rules exhibited a positive connection with compliance. Benevolence and universalism led to decreased readiness to comply with unethical requests, although this behaviour was contingent on the particular situation. Recruitment specialists who are high in self-direction altered their readiness to comply based on the stakeholders. By highlighting the difficulties faced by recruitment specialists vis-à-vis rooting their obligations to clients and job-seeking candidates in ethical standards, the results of this study have important theoretical and practical implications.
</abstract>

Recruitment agencies and unethical client requests: the ‘loyal matchmaker’ dilemma

<abstract><title style='display:none'>Abstract</title>The aim of this study is to examine whether social networks reduce the effects of psychological contract breach on an employee’s intention to leave the organisation. This paper focusses on two particular elements of the social network in an organisation: (1) social status and (2) local ties/connectedness. Using a sample of 242 responses from officers in the Irish Defence Forces, the results provide empirical evidence of the impact of psychological contract breach on officer turnover intentions. The results also demonstrate that perceptions of social networks moderate the relationship between psychological contract breach and turnover intentions through social status. Contrary to expectations, strong connectedness with senior officers was also found to be a moderator but not in the direction that was hypothesised. The theoretical and practical implications of these results are discussed.</abstract>

Psychological contract breach and turnover intention: the moderating effects of social status and local ties

<abstract>
<title style='display:none'>Abstract</title>
Agile management thinking has influenced organisations in several ways, but the focus of this paper is on the deprojectification of agile software development. The new agile orthodoxy has been promoted by popular books, in blogs and by Spotify and other firms: agile teams should be aligned to products or domains (not projects); cover development, maintenance and operations (to reduce handover problems); and have a long-term character (to build trust, identity and domain knowledge). We first describe and contextualise the new agile orthodoxy and then, based on an empirical study of two different “agile cases,” we describe and analyse how employees and middle managers perceived the rationale behind the change to long-term teams, how they understood teams as the basic unit of the structure, their perceptions of the resource and disciplinary dimensions of the organisation and the decline of projects and project managers.
</abstract>

Deprojectification of agile: The new orthodoxy of long-term product teams

<abstract>
<title style='display:none'>Abstract</title>
The year 2020 was challenging and demanding for humankind. The outbreak of the COVID-19 pandemic compelled thousands of organizations to shift their operations online and millions of employees to work from home. Many have compared this crisis to the terrorist attacks of September 11, 2001, in the United States, another inconceivable incident that changed the way we think and act today. This study analyzes three leaders in the context of the 9/11 terrorist attacks, who proved to be role models of leadership during crisis situations and, thereby, have contributed to the evolution of crisis leadership. By doing so, it attempts to define the constituents of effective crisis leadership and fill the relevant gap in the existing literature on crisis leadership. The current study’s limitations, implications for practitioners, and suggestions for further research needed to shed light on cases of effective leadership during the COVID-19 pandemic are also discussed.
</abstract>

Lessons in Crisis Leadership from 9/11: Delineating the constituents of Crisis Leadership and their utilization in the context of Covid-19

<abstract>
<title style='display:none'>Abstract</title>
The decision to disclose or not disclose a diagnosis of mental illness (MI) is complex and influenced by a variety of factors. Research into MI disclosure has commonly focused on investigating the singular parts of the disclosure process, thus failing to capture an understanding of the individual’s holistic experience of MI disclosure. This paper seeks to gain an understanding of the phenomenon of workplace MI disclosure from the perspective of the disclosing employee. By doing so we gain an understanding of how they make sense of this experience which should help shape MI workplace policies and practices. Using a qualitative research approach and interpretative phenomenological analysis (IPA), interviews took place with three Irish women who had previously disclosed a mental illness in the workplace. Within the findings, three superordinate themes emerged: (1) Antecedents of Disclosure, (2) Disclosure Outcomes and the Organisation (3) Disclosure Outcomes and the Self. Without an understanding of the consequent impact of disclosure on employees’ post-disclosure work-life, appropriate resources and supports cannot be developed.
</abstract>

Mental health disclosure in the workplace – An interpretative phenomenological analysis of the employee experience

<abstract>
<title style='display:none'>Abstract</title>
Underpinned by social identity theory and drawing on the concept of professors as academic leaders, this paper asks, what are the informal professorial leadership activities performed by female professors? Drawing on contemporary literature, it categorises the informal leadership activities of female professors. These activities are incorporated into a conceptual framework, which offers insight into identifying and delineating effective ways in which to better understand female professorial leadership activities. This framework provides important and novel socio-psychological insight into an under-explored but critical aspect of the daily activities of female professors as academic leaders.
</abstract>

What do I do? A Categorisation of Informal Leadership Activities Among Female Professors

<abstract>
<title style='display:none'>Abstract</title>
This paper provides a review of the literature on the learning and development (L&amp;D) role in organisations using the lens of paradox theory. I evaluate prior literature and organise it around four paradoxes: organising, belonging, learning and performing. The L&amp;D organisational role is fraught with paradox due to tensions around organising, belonging, learning and performance. I evaluate the different ways in which L&amp;D practitioners respond to these tensions, I highlight future research avenues and suggest practice implications for L&amp;D practitioners.
</abstract>

Learning And Development Practitioners in Organisations: Organising, Belonging, Learning And Performing Tensions

Editorial, Volume 42 Issue 2: Introducing Issue 42(2) of the <italic>Irish Journal of Management</italic>

<abstract><title style='display:none'>Abstract</title>This paper provides a conceptual overview of the microfoundations of dynamic capabilities for innovation. A critical evaluation of dynamic capabilities theory highlights its contested nature and significant limitations in its application. Notably, there is little understanding of the mechanisms determining the origin and evolution of dynamic capabilities, while the role of employees has been neglected. In an effort to address this deficiency, the paper draws on literature from HRM and innovation management to trace the microfoundations of dynamic capabilities for innovation. This highlights the importance of incorporating the perspectives and motivation of employees as a central part of analysis and as a basis for more direct managerial interventions in building capabilities.</abstract>

Microfoundations of dynamic capabilities for innovation: a review and research agenda

<abstract><title style='display:none'>Abstract</title>This paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008-2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.</abstract>

The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

<abstract><title style='display:none'>Abstract</title>Training transfer is the extent to which human resource development (HRD) interventions result in a change in trainee workplace behaviour post-training. Training transfer is an important dimension of training effectiveness. However, studies on training transfer are not extensive and some of the findings are inconclusive. Drawing on a study of 124 trainees across 102 similar organisations within the Irish health care system, the current study investigates the effect of demographic variables (age, educational background, position), situational variables (time since training, tenure, recruitment to the training programme, preparation for training) and organisational size on training transfer. Regression analyses report that current position significantly impacts training transfer in terms of direction, while method of recruitment to the training programme, age and employment tenure were all significant predictors of training transfer complexity. The findings report that age is not a barrier to training transfer. These results have important implications for HRD practitioners with regard to the profile of the workforce in this setting, the training and development function and trainee recruitment.</abstract>

The impact of demographic and situational factors on training transfer in a health care setting


<abstract><title style='display:none'>Abstract</title>Within the emerging field of humanitarian logistics, the civil–military logistical interface has achieved only minimal attention in academic literature even though most western nations have a civil–military division within their defence departments. Due to fundamental differences between humanitarian and development agencies and international military forces in terms of the principles and doctrines guiding their work, their agendas, operating styles and roles, the area of civil–military logistical coordination in humanitarian relief has proven to be more difficult than other interagency relationships. This paper presents recent research that proposes a model for logistics requirements in humanitarian operations, taking account of where and how civil–military involvement can be most effective and efficient across all phases of humanitarian operations. Interviews were conducted with key personnel in humanitarian and military organisations. The model proposed here, appears to be robust and workable in a range of geopolitical and operational circumstances. We show that the greatest impact of military involvement is most beneficial in the initial crucial life sustaining days immediately after natural disasters. In contrast in manmade complex emergencies, military assistance to the logistical provision of aid is more beneficial when widespread military expertise is provided.</abstract>

Improving civil–military coordination in humanitarian logistics: the challenge

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