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This study aims to convey lessons learned from two sustainability initiatives at Norway’s largest university. This contributes to knowledge-based discussions of how future, sustainable higher education institutions (HEIs) infrastructures should be envisioned and planned if the fundamental uncertainty of the future development of learning, researching and teaching is acknowledged.

This study was submitted on 24 January 2023 and revised on 14 September 2023. HEIs, particularly when they are engaged in research activities, have a considerable environmental footprint. At the same time, HEIs are the main producers and disseminators of knowledge about environmental challenges and their employees have a high awareness of the urgent need to mitigate climate change and biodiversity loss. In this study, the gap between knowledge and environmental performance is addressed as a question of infrastructural change, which is explored in two case studies.

The first case study presents limitations of ambitious, top-down sustainability planning for HEI infrastructures: support from employees and political support are central for this strategy to succeed, but both could not be secured in the case presented leading to an abandonment of all sustainability ambitions. The second case study exposes important limitations of a circular approach: regulatory and legal barriers were found against a rapid and radical circular transformation, but also more fundamental factors such as the rationality of an institutional response to uncertainty by rapid cycles of discarding the old and investing in new equipment and facilities.

Being based on qualitative methods, the case studies do not claim representativity for HEIs worldwide or even in Norway. Many of the factors described are contingent on their specific context. The goal, instead, is to contribute to learning by presenting an in-depth and context-sensitive report on obstacles encountered in two major sustainability initiatives.

Research reporting on sustainability initiatives too often focuses descriptively on the plans or reports the successes while downplaying problems and failures. This study deviates from this widespread practice by analysing reasons for failure informed by a theoretical frame (infrastructural change). Moreover, the juxtaposition of two cases within the same context shows the strengths and weaknesses of different approaches to infrastructural change particularly clearly.

In the Annual Report of the General Purposes Committee of the Middlesex County Council for the year ending March 31, 1909, it is stated that inquiries were made as to the action taken under the Dairies, Cowsheds, and Milkshops Orders of 1885 and 1899 by the thirty‐six district councils in the county, the object of such action being the detection of cows suffering from tuberculosis of the udder. It might be thought that by this time the necessity for putting these orders into force had been thoroughly proved. The Royal Commission on Tuberculosis made a definite statement to the effect that milk derived from tuberculous cattle is one of the principal causes of tubercular disease in the human subject, and, apparently there seems to be some disposition on the part of local authorities to make tuberculosis notifiable. The Public Health (Tuberculosis) Regulations, 1908, which came into force at the beginning of 1909, require that all cases of pulmonary tuberculosis are to be notified to the sanitary authority if the patients are receiving treatment from the Poor Law medical officers. Large sums are spent every year throughout the country on the upkeep of sanatoria with the object of curing cases of tubercle, if possible, but, in any case, of alleviating the sufferings of those afflicted with tuberculosis. On all sides, in fact, it is now recognised that the most energetic measures are necessary in order to combat this terrible disease. It appears from the figures given in the Report referred to that in twenty‐three out of the thirty‐six districts. “No veterinary examinations of cows were made on behalf of the local authorities!” The statement is not made the subject of comment, but we hardly think that the county authorities can regard the results of their enquiry as satisfactory. The Report was apparently presented to the County Council on July 22 last, so that up to that time, at least, it would seem that these twenty‐three districts, in a county with about one million inhabitants, are governed, so far as sanitary matters go, by people who consider themselves qualified to hold opinions diametrically opposed to those held by experts and based on the best scientific evidence at present available.

This book on uncertainty comprises the initial volume in a series titled “New Horizons in Managerial and Organizational Cognition”. We asked Frances Milliken and Gerard P. Hodgkinson, two well-known scholars who have made important contributions to our understanding of uncertainty to join us in this opening chapter to introduce this project. The brief bios found at the end of this volume cannot do justice to the broad range of their contributions, but our conversation gives a flavor of the kind of insights they have brought to managerial and organizational cognition (MOC). The editors thank them for helping launch the series with a decisive exploration of what defining uncertainty involves, how that might be done, why it is important, and how the task is changing. We were interested to discover that all five of us are currently involved in research that considers the nature and impact of uncertainty, and we hope that readers similarly find that paying attention to uncertainty contributes to their current projects. Working together, we can advance understanding of organizational settings and effective action, both for researchers and practitioners.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.

The annual report of the Ministry of Health for the year ended March 31st last states that, during that period, 120,617 samples were analysed under the Acts. This is the largest number ever recorded. A total of 7,044 samples were reported as adulterated or not up to standard, or 5.8 per cent., compared with 6.5 per cent. for the previous year. Of 62,507 samples of milk, 4,625 or 7.4 per cent. were not up to standard or adulterated. Eighty samples were contaminated by dirt, against 131 the previous year. Colouring matter was detected in 41 samples, one of which also contained 50 per cent. of added water. One sample of dried milk consisted of soya bean, cane sugar, milk sugar, and a vegetable oil. Eighty‐two of the butter samples consisted wholly or partly of foreign fats. One case was found of a grocer selling unlabelled margarine as “butter mixture.” When a purchaser complained of gritty bread, it was found to contain 0.12 per cent. of sand, thought to have been due to mill sweepings having been introduced into the flour. Custard powders were adulterated by the presence of acid dyes, while egg powders were found to contain no eggs. One egg powder sample consisted of 63 per cent. of flour, 20.6 per cent. of bicarbonate of soda, and 16.4 per cent. of tartaric acid, with a trace of colouring matter. Foreign fats, cornflour, or other starch, traces of lead, and oxide of iron were found in samples of chocolate. One case was reported of the use in chocolate rock of commercial burnt sienna containing an excessive quantity of arsenic. A number of samples of sponge cakes were found to contain boric acid, and traces of this preservative were also detected in samples of other foods, including ice‐cream, sponge sandwich, meat pie, fish paste, potted shrimps, and sausages. Powdered talc in small quantities still continues to be introduced into rice, and three cases are reported in which an article sold as sago was found on examination to be tapioca. Seven hundred and seventy‐three samples of sausages were examined, and 18.5 per cent. were found to be adulterated by the addition of preservative (usually boric acid). A consignment of tea containing iron filings was seized and destroyed. Eight grains of iron filings to the pound and 12 per cent. of dust were found in another lot of tea, while in a third sample the tea dust contained 8 per cent. of mineral matter. Adulterated samples of ground ginger and ground cinnamon were found to contain mineral matter, petroleum products were found in turpentine, and traces of lead and cornflour in cream of tartar.

In the aviation sector adversity faced by female pilots stemming from stereotypes, prejudice, and discrimination are well documented. Such adversity in the workplace can cause occupational stress, which may be greater for female pilots, and this influences individual resiliency, impacting job performance and wellbeing. Resilience may be a mitigating factor for coping with occupational stress and individual resilience can be factored into an organisation’s resilience as a whole. When organisations face challenges, there is a need for resilience in order to survive and adapt during disruption and adversity. Resilience with respect to employee and workplace contexts includes both personal resources among the employees as well as workplace resources that are connected to the workplace and organisational environment. As resilience continues to emerge as part of a human capital management strategy, the need to understand the role of the workplace is magnified. For aviation, understanding resilience can potentially inform organisational interventions to address the known occupational stressors and workplace adversity to increase employee performance and well-being. The role of workplace adversity and perceptions of workplace resource availability including supportive environments are discussed in relation to how they influence employee resilience specifically in the aviation industry. The aim of this chapter is to define resilience specific to employee and workplace contexts, introduce personal and workplace resources to influence employee resilience, and discuss the role of occupational stressors specifically for women in male-dominated career fields such as aviation.

As they say, “Change is the only constant.” Thriving and surviving during a period of extraordinary collision of technological advances, globalization, and climate change can be daunting. At any given point in one’s life, a transition can be interpreted in terms of the magnitude of change (how big or small) and the individual’s ontological experience of change (whether it disrupts an equilibrium or adapts an emergent way of life). These four quadrants represent different ways to live in a highly dynamic and complex world. We share the resulting four-quadrant framework from a quantitative and a mixed methods study to examine responses to various ways we respond to transitions. Contingent upon these two dimensions, one can use a four-quadrant framework to mobilize resources to design a response and hypothesize a desired outcome. Individuals may find themselves at various junctions of these quadrants over a lifespan. These four quadrants provide “requisite variety” to navigate individual ontology as they move into and out of fluid spaces we often call instability during a time of transition. In this chapter, we identified social, cognitive, psychological, and behavioral factors that contribute to thriving transition experiences, embracing dynamic stability. Two new constructs were developed, the first measures the receptivity to change, Transformation Quotient (TQ) and second measures the range of responses to transitions from surviving to thriving, Thriving Transitional Experiences (TTE). We hope our work will pave the way for Thriving to become a “normal” outcome of experiencing change by transforming the lexicon and expectation of engaging with transitions.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

1. Documentation, library and book organizations (0) American Documentation Institute