In this multi-study paper, we integrate Social Exchange Theory and the discretionary workplace behavior literature. Specifically, we posit that by breaching their psychological contract (PC) obligations, organizations may trigger negative reciprocity, which in turn may increase deviant behavior. Moreover, we posit that by fulfilling their legitimately PC obligations, organizations may trigger positive reciprocity, which in turn may increase unethical pro-organizational behavior. Across two studies (3-wave field study with traditional breach measure and 2-wave field study with expanded breach measure and polynomial regression), we found repeated evidence for our hypotheses. Specifically, we found that PC breach (Study 1) and PC under-fulfillment (Study 2) are positively related to the enactment of organizational deviance via negative reciprocity. Furthermore, we found that PC fulfillment (Study 1) and high absolute levels of PC fulfillment (Study 2) are positively related to unethical pro-organizational behavior via positive reciprocity. Implications for theory and practice are discussed.
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This research analyses the current self-reported level of proficiency of environmental skills, the required future level of proficiency, and the gaps between them. Given the increasingly urgent need for the tourism industry to take action to support environmental management practices, this research provides evidence of key environmental skill gaps. Mixed methods research is applied where the sample includes 1404 respondents to a questionnaire and 264 interviewees from senior management of organisations from five tourism sectors (accommodation establishments, food and beverage outlets, destination management organisations, tour operators and travel agents, visitor attractions) in eight European countries. Analysis of variance, t-tests, correlation and cluster analyses, and Pearson Chi-square tests were employed for data analysis. The findings revealed that the country of registration, the size and the tourism sector type influence significantly the current and future proficiency levels of environmental skills, and the gaps between them. Most respondents did not receive environmental skills training. Theoretical, managerial and policy implications are also discussed.
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Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value
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YOUNG-D is a European project on the prevention and management of anxiety, stress and sleep problems in people with early onset dementia (OED).The overall aim of this project is to increase awareness and knowledge of (future) health care providers in the included EU-partners on psychosocial and behavioral program YOUNG-D in people with early onset dementia in order to prevent and manage anxiety, stress and sleep problems, which in turn increases heart rate variability, wellbeing and quality of life.ErasmusprojectThis project aims to educate and sensitize health care providers, organisations and health care students and -lecturers about early onset dementia. More specifically, this project focuses on knowledge transfer about aspects in the prevention and management of anxiety, stress and sleep problems in people with early onset dementia by means of a psychosocial and behavioural program. Activities to implement(1) the development and organisation of a train-the-trainer course for professional health caregivers and organisations.; (2) the health care organisation partner in each European country (partner) will enroll the six week psychosocial and behavioural program in its own setting; (3) knowledge transfer towards future health care students and lecturers will be provided per country by means of a blended learning module. Planned results: (1) Development of the train-the-trainer course: a syllabus and a joint report(2) Implementation of the six week program in each health care setting in the included health care partners and a joint report (3) development of blended learning course and a joint report
