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In an April 2018 webinar, the Freedom to Read Foundation asked the question: Do information consumers have the right to be misinformed? Fake news is nuanced, prolific, sometimes malicious, often automated, and has the added complications of emotion, privacy, and ethics. And unfortunately, fake news and its foundational components of misinformation and disinformation (mis/dis), aren’t quickly fixed by learning a few information literacy strategies or media literacy concepts. People are inclined to believe what they want to believe despite training, awareness of critical thinking, and acknowledgement of widely held “objective facts.” Are they less intelligent or information poor because they choose to exist in their own information worlds and privilege their own confirmation biases?

Individuals have the right to seek, avoid, and use information for themselves as they see fit, regardless of whether or not others deem their information deficient, insufficient, or even false. However, this is a very black and white perspective on a much more complex and nuanced moral issue. Even if it is to their detriment, people ultimately do have the right to be misinformed, choosing the information they will and won’t accept. But information professionals should still be compelled to instruct patrons on the importance of seeking, finding, and using quality information and sources.

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

The purpose of this paper is to establish the symbolic facet of perceived employer brand image (PEBI) as an antecedent of favourable brand-related identification and employee behaviours, namely, corporate brand identification (CBI) and brand citizenship behaviours (BCB).

A standardized questionnaire was used. Data collection occurred at a maximum care hospital in Germany (N = 366). Structural equation modelling was used in the data analysis.

A direct link between PEBI and BCB was theoretically derived from social exchange theory and could be empirically confirmed. In addition to a direct relationship, a mediated relationship based on social identity theory was outlined. PEBI influences BCB via CBI. The mediated pathway accounts for 70 per cent of the variance.

Understanding the impact of symbolic job offerings on favourable brand-related employee attitudes and behaviours should lead practitioners to focus on increasing employees’ perceptions of the employer’s prestige and sincerity, for example, by strengthening employee target group-oriented communications about corporate social responsibility or increasing out-group salience when communicating organizational achievements.

This paper transfers the concept of organizational attractiveness, organizational identification and favourable employee behaviours to a corporate brand focus. It is the first integration of the symbolic dimension of the instrumental-symbolic framework in an internal branding context.

The purpose of this paper is to investigate the interrelationships between different foci of commitment, namely, department commitment (DC) and corporate brand commitment (CBC), and their relationship toward favorable employee behavior on the same level of aggregation.

A survey at a maximum care hospital in Germany was conducted (N = 366).

Integrating two contrasting frameworks (“key mediating concept” and “compatibility concept”) into a mixed model by using the accessibility-diagnosticity framework, support for the predictive nature of DC on CBC was found. Based on the compatibility principle, relationships between DC and department citizenship behavior (DCB) as well as between CBC and brand citizenship behavior (BCB) are empirically supported. Negligible spillover effects were found.

Understanding the relationship between DC and CBC shows new ways to strengthen CBC, as the generation of DC has synergetic effects on favorable employee behaviors. DC facilitates employee behavior supporting the department and has an indirect impact on BCB, which is extremely important in service sectors with limited differentiation potential.

This paper provides a new theoretical reasoning to derive relationships between different foci of commitments applicable for future research. Additionally, it is the first implementation of CBC in a multi-foci framework of commitments and favorable employee behaviors. Moreover, it is the first application of the BCB construct in a healthcare context. Finally, empirical support for a mixed concept approach over past models in a multi-foci framework is provided.

This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating role of long‐term time orientation. The authors theorize that teams' long‐term orientation moderates the diversity‐cooperation relationship through its effect on prosocial civic virtue behaviors.

A total of 56 teams of MBA students were surveyed and data were analyzed along with third‐party records of demographic data on educational and functional backgrounds.

Mediated moderation analyses indicated that for teams with high long‐term orientation, a negative relationship exists between informational diversity and civic virtue, while no significant relationship existed for teams with low long‐term orientation.

Future research should be conducted to address remaining concerns about the generalizability of the current findings and common method bias. Further research is also recommended to uncover the potential of cultural values like long‐term orientation to inhibit or facilitate diversity effects.

The current findings highlight the importance of considering the context and team member orientations toward time in particular as factors impacting how teams with informational diversity operate. Managers of teams consisting of members with high long‐term orientation are advised to take steps to minimize the risk experienced by team members when they engage in voice‐based behaviors.

This article highlights the role of team member orientation towards time as a boundary condition of the link between team diversity and cooperation. Voice‐based civic virtue behaviors are also identified as key antecedents to cooperative teams.