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Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

This paper aims to clarify how organizations manage their participation in networks to share and jointly create knowledge but also risk unwanted knowledge spillovers at the same time. As formal governance, trust and observation are less applicable in informal networks, the authors need to understand how members address the need to protect knowledge by informal practices. The study aims to investigate how the application of knowledge protection practices affects knowledge sharing in networks. The insights are relevant for organizational and network management to control knowledge risks but harvest the benefits of network engagement.

The authors opted for an exploratory study based on 60 semi-structured interviews with members of 10 networks. In two rounds, network managers, representatives and members of the networks were interviewed. The second round of interviews was used to validate the intermediate findings. The data were complemented by documentary analysis, including network descriptions.

Through analyzing and building on the theory of psychological contracts, two informal practices of knowledge protection were found in networks of organizations: exclude crucial topics and share on selected topics and exclude details and share a selected level of detail. The authors explored how these two practices are enacted in networks of organizations with psychological contracts.

Counter to intuition that the protection of knowledge can be strengthened only at the expense of knowledge sharing and vice versa, networks benefitted from more focused and increased knowledge sharing while reducing the risk of losing competitive knowledge by performing these knowledge protection practices.

This study aims to assess the effectiveness of social return on investment (SROI) as a measure of the social impact produced by non-profit organisations and social enterprises that support family-centred care, an approach that focuses on the pivotal role of families in paediatric health care.

The study offers an analytical evaluation of the SROI created by the Italian branch of the Ronald McDonald House Charities and highlights (a) the participatory analysis of stakeholders and outcomes; (b) the measurement of inputs; (c) the definition of outputs and proxies for the measurement of outcomes; (d) the calculation of the SROI ratio; and (e) the results of a sensitivity analysis.

This study discusses the advantages and shortcomings of SROI analyses, the practical implications of this research on governance and management and the role of engagement in managing the expectations of stakeholders. The value of SROI measurements in shaping strategic and management decisions – with special emphasis on stakeholder relations – is also discussed.

Non-profit organisations and social enterprises often require tools that assess the outcomes of their activities. The present research can provide new guidance to SROI analysts, while drawing attention to the most suitable proxies and indicators for evaluating the SROI of organisations operating in the health care sector.

This study examined the relationship of female and male psychologists perceptions of organizational values supportive of work‐personal life balance and their work experiences, work and non‐work satisfactions, and psychological well‐being. Data were collected from 458 Australian psychologists using anonymous questionnaires. Psychologists reporting organizational values more supportive of work‐personal life balance also reported greater job and career satisfaction, less work stress, less intention to quit, greater family satisfaction, fewer psychosomatic symptoms, and more positive emotional well‐being. Interestingly, perceptions of organizational values supportive of work‐personal life balance were unrelated to hours and extra‐hours worked and job involvement.

The joint problem solving process is not just a matter of using a good logical system, or just a matter of effective interaction and sound group processes. It is a complex interplay between ‘social’ and ‘rational’ processes. Kepner and Tregoe, examined a number of successful problem solvers — and found that there was a consistent logical pattern in which they moved from problem definition, to a comparison of the problem situation with the non‐problem situation then on to locating the cause and finally on to some form of positive decision and action plan. Another social scientist, Norman Maier has suggested that effective group processes are important, but that an effective group solution depends largely on the nature of the actual problem; he also gave an account of the rational and group processes in joint problem solving. Others, such as Rensis Likert, believe that problem solving effectiveness is due primarily to supportive group relationships. Another writer, William Gore, attributes successful problem solving to a type of ‘unconscious’ non‐rational process which has to be surfaced and accepted in order to get the best solutions. Alex Osborn pioneered the creative element in problem solving and laid emphasis on brainstorming where the group generates a wide range of alternatives in an unrestricted manner prior to deciding on the best solution to a problem. All these writers have made a valuable contribution to understanding the joint problem solving process and any effective approach to problem‐solving should take serious account of this wide range of approaches. But the approaches are nevertheless very different and may be difficult to reconcile in a unified approach.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This article argues that the financial crisis has brought to the surface a series of dilemmas that have their origins in the declining affluence of the U.S. economy in the late 1960s and 1970s. When growth faltered beginning in the late 1960s, policymakers confronted difficult political choices about how to allocate scarce resources between competing social priorities. Inflation offered a means of avoiding these trade-offs for a time, disguising distributional conflicts and financing an expansive state. But the “solutions” that inflation offered to the end of growth became increasingly dysfunctional over the course of the 1970s, setting the stage for the turn to finance in the U.S. economy. Paradoxically, the turn to finance operated as the functional equivalent of inflation, similarly allowing policymakers to avoid difficult political choices as limits on the nation's prosperity became more constraining. But the turn to finance no more resolved these underlying issues than did inflation, and as a result the recent financial crisis likely augurs the return of distributional politics to center stage in American political and social life.

This chapter draws on feminist theorizing on rape culture and victim blaming, and proposes a concept, racialized victim blaming, as a useful tool for understanding discourse on state violence.

The concept of racialized victim blaming is applied to historically analyze the genesis of the carceral state, and deconstruct public debates on police shootings and immigration crises.

This chapter argues that racialized victim blaming is used as a discursive tool to legitimize and mystify state violence projects. Officials and the media use racialized logics and narratives to blame the victims of state violence for their own suffering, justifying continued or increased state violence.

The concept of victim blaming is most often associated with violence against women. Here I demonstrate that victim blaming is also a useful tool for understanding state violence, particularly when attention is given to the place of racializing narratives.

This study contributes to the limited literature on crowdlending by providing a data-driven analysis of the sector. A synthetic DP2 indicator is proposed to identify the leaders of the crowdlending market, the key factors behind their success and the medium-term competitive implications.

The study examines 17 crowdlending platforms and eight performance indicators. The information provided by these indicators is aggregated using a synthetic indicator based on the P₂ Distance (DP2) method.

Mintos, Evoestate, Peerberry, Bondster and Fellow Finance are the leading platforms. This method reveals the key variables in the identification of market leaders, namely year-on-year variation in the number of investors and year-on-year variation in lending per investor. The leaders in terms of lending volumes should not take their current situation for granted. Small and medium-sized platforms are pushing hard and may overtake the incumbents as market leaders.

Financial intermediation through crowdlending is becoming an increasingly popular alternative to traditional models. Changes in the sector are expected in the coming years due to the rise of platforms with a moderate amount of lending and solid year-on-year improvement. To become leaders and to attract both lenders and borrowers, platforms are encouraged to improve the information that they provide.

This paper offers the first analysis of market leadership in the crowdlending sector. It analyses the competitive market of the crowdlending sector based on its actors and key factors. These factors explain the differences in the market position of different platforms. Based on this analysis, the trends in this sector can be identified. This study is exploratory, so it offers empirical data that can be useful in the development of theories that apply to the sector.