This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more.

This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more."

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to...

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

The primary mission of the series is to disseminate and advance knowledge in the field of management, broadly defined. As such, topics include traditional areas of management such as planning, controlling, leading, and organizing, as well as related disciplines.

The primary mission of the series is to disseminate and advance knowledge in the field of management, broadly defined. As such, topics include traditional areas of management such as planning, controlling, leading, and organizing, as well as related disciplines.

Exploring what has been called "The Dark Side" of management and organizational behavior, this volume includes chapters on a range of topics including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, and instrumental counterproductive behavior.

Exploring what has been called "The Dark Side" of management and organizational behavior, this volume includes chapters on a range of topics including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, and instrumental counterproductive behavior.

We are living in an age of pervasive distrust, one so severe that journalists discuss the "trust deficit" almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organizations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organizations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives,...