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Despite daily interactions by principals with a variety of adults, there is scant research on the experiences which are so disrespectful that they become instances of workplace mistreatment. This study reveals, in a first of its kind, that workplace mistreatment does exist for principals and there are challenges to preventing it. Therefore, the purpose of this article is to confirm the existence of mistreatment in principals' workplaces using the principals' voices to describe their experiences of mistreatment. This study concentrates on adult-on-principal mistreatment across a range, from incivility to mobbing and its relative frequency. The presentation of this qualitative data originates in a mixed-methods study of 12 middle years principals, using two rounds of in-depth semi-structured interviews, plus three quantitative surveys. Parallel data analysis followed by cross data-set comparison was employed. Many adults were perpetrators: parents, teachers, superintendents, school trustees, and more, with particular types of incidents perceived as more frequent than others. While instances were not everyday occurences, principals identified the provocations for and types of harm caused from such incidents. This study suggests that principals could benefit from professional development regarding dealing with mistreatment at work, as well as a reworking of policies to protect principals from workplace mistreatment. Challenges regarding dealing with mistreatment episodes in a school environment are discussed. Further research is needed as data in this exploratory study are not generalizable over larger populations due to self-selection bias, scope and representativeness of the sample. [ABSTRACT FROM AUTHOR]

The current study aimed to identify what individual differences and situational variables cause derailment in highly conscientious people. Data were from a representative working sample of 716 participants across 27 industries, spanning both management and non-management roles. We tested four hypotheses with regard to bright- and dark-side personality traits and the relationship between boss/manager and staff member. Hierarchical linear regressions revealed mixed findings for Leader-Member Exchange (LMX) as a stressor. For maladaptive perfectionism it was confirmed, but not for adaptive perfectionism or narcissism. Results suggest introverts may be more prone to maladaptive perfectionism, even with higher levels of conscientiousness if there are lower LMX levels. Overall, the findings suggest selecting for conscientiousness alone and discounting other personality traits and situational variables may be detrimental in practice. Further implications are discussed alongside the study limitations. [ABSTRACT FROM AUTHOR]

The editors to this volume posed a series of fascinating questions relating to how seeing compassion as a skill can help us understand its nature, cultivation and effects within secular contexts. This paper addresses these questions by comparing evolutionary with contemplative approaches to compassion. Recent scientific approaches have explored the evolved roots and biopsychosocial manifestations of compassion and their impact on mental states and prosocial behaviour, particularly in regard to both its facilitators and inhibitors. In contrast, we discuss how the contemplative traditions have approached the origins and cultivation of compassion through observing the mind (e.g. meditation), with a focus on gaining insight into self-transcendent experiences, the nature of inter-connectivity and non-separate existence (also referred to as non-duality), through which compassion arises naturally. Both evolutionary and contemplative perspectives have the same focus which is to understand and prevent the causes of suffering, including the suffering we cause ourselves because of our harmful potentials. However, in terms of training the mind in compassion skills, this paper considers how training approaches linked to the evolutionary model often use thinking, empathising, reflecting and guided behaviour change to activate psychophysiological systems linked to caring and compassion. In contrast, the contemplative traditions focus less on thinking and reflecting and more on creating conditions for direct experiencing. A key reason for doing so is to settle the mind so that subtler levels of consciousness can enable the experience of self-transcendent compassion to arise. Thus, both evolutionary and contemplative approaches can focus on developing mind awareness and the importance of practise, but evolutionary approaches such as compassion focused therapy do not pursue transcendent wisdoms or insights. [ABSTRACT FROM AUTHOR]

Despite widespread acknowledgement of the value of sustainability, the transition towards more sustainable economies and societies remains a challenge around the world. Civil societies play an important role not only in supporting government efforts on sustainability by 'filling gaps' and raising social awareness, but also in pioneering new practices and disrupting particular governmental or corporate strategies, as well as engaging and empowering previously marginalised individuals and groups. Yet civil society is not always a champion of sustainability nor of democracy; these actors may of course also destabilise innovations, depoliticise sustainability issues by reifying certain concepts or approaches and reinforce social hierarchies and patterns of exclusion that can undermine any transformative potential and bolster the unsustainable status quo. This Special Issue is therefore dedicated to interrogating what we see as the ambiguous, yet critical, role played by civil societies in sustainability politics. This introductory paper intends not only to draw attention to some of the arguments, theories and challenges found in each of the individual papers collected here, but also to pull on the common threads that run through them, as well as to unpick some of the different uses of the key terminology that they employ. We aim, moreover, to highlight the inevitable tension between the 'democratic side' and the 'dark side' of civil society and its politics of sustainability. [ABSTRACT FROM AUTHOR]

Business-to-business (B2B) practitioners are increasingly interested in capabilities to holistically manage touchpoints along B2B customer journeys (CJs) to remain competitive. Research in the B2B context, however, has investigated neither what constitutes such a customer journey management capability (CJMC) nor how, whether, or when it creates value. Taking a mixed-methods approach, we conceptualize and operationalize B2B CJMC as a supplier's ability to achieve superior customer value along the B2B CJ by strategically creating value-anchored customer touchpoints characterized through the implementation of consistent resource usage across internal organizational boundaries and by continuously monitoring value creation toward the individual members of the buying center. Analyzing a multisource dataset, we provide evidence that B2B CJMC has an indirect effect on firm performance (i.e., return on sales) through two opposing mechanisms (i.e., customer loyalty and customer-related coordination costs). Importantly, using survey and archival data, we show that, overall, B2B CJMC has a significant and positive impact on firm performance through the two mechanisms. Finally, these underlying mechanisms are also prevalent when testing for the moderating factors switching costs, number of touchpoints, and product versus service. [ABSTRACT FROM AUTHOR]

Many scholars have highlighted the individual, organizational and inter-organizational causes of organizational wrongdoing; others have focused on its (negative) consequences or have analyzed how it can persist and spread between organizations. An underlining assumption shared by many of those studies is that organizational wrongdoing is a deviant, society-damaging phenomenon originating from individual and organizational actors' pursuit of undue advantages. We argue that, at least in some cases, actors may also have "organizational reasons" for wrongdoing, besides self-interest. This article aims at analyzing the organizational reasons for wrongdoing in the CSM affair, a scandal that shed light on the deviant practices for career paths within the Italian judiciary system. By relying on documents and several semi-structured interviews to judges, public prosecutors, and experts in the field, we reconstructed actual practices for career advancement (extra-legal governance) and compared them with formal policies (legal governance). Our analysis shows that deviant practices were not merely occasional episodes of favoritism, but were part of an extra-legal governance system that involved virtually all of Italy's judges. We also found that the CSM decoupled formal policies from actual practices to manage two organizational trade-offs – bureaucratic rules vs. efficiency, and independence vs. accountability. Therefore, besides individual gain, actors had two major "organizational reasons" for wrongdoing: first, they needed to cope with a lack of organizational capabilities and resources; second, they needed to address calls for greater accountability. In the light of our findings, we conclude with some considerations about organizational learning and the relation between law, organizations, and wrongdoing. [ABSTRACT FROM AUTHOR]

Boundary spanner corruption—voluntary collaborative behavior between individuals representing different organizations that violates their organizations' norms—is a serious problem in business-to-business (B2B) marketing relationships. Drawing on insights from the literatures on the dark side of business relationships and deviance in sales and service organizations, the authors identify boundary spanner corruption as a potential dark side complication inherent in close B2B marketing relationships. The same elements that generate benefits in interorganizational relationships, such as those between customer and seller firms, also enable the development of boundary-spanning social cocoons that can foment corrupt activities under certain conditions. A conceptual framework illustrates how trust at the interpersonal, intraorganizational, and interorganizational levels enables corrupt behaviors by allowing deviance-inducing factors stemming from the task environment or from the individual boundary spanner to manifest in boundary spanner corruption. Interpersonal trust between representatives of different organizations, interorganizational trust between these organizations, and intraorganizational agency trust of management in their representatives foster the development of a boundary-spanning social cocoon—a microculture that can inculcate deviant norms leading to corrupt behavior. Boundary spanner corruption imposes direct and opportunity costs on the involved organizations, with the additional burden of latent financial risk associated with potential exposure. The authors substantiate their multi-level framework and propositions with field-based insights from qualitative interviews with senior executives. The multi-level framework of boundary spanner corruption extends beyond extant marketing literature, highlights intriguing directions for future research, and offers new managerial insights. [ABSTRACT FROM AUTHOR]

Recent research has uncovered the dark side of creativity by finding that creative individuals are more likely to engage in unethical behavior. However, we argue that not all creative individuals make trouble. Using moral self-regulation theory as our overarching theoretical framework, we examine individuals' moral identity as a boundary condition and moral disengagement as a mediating mechanism to explain when and how individual creativity is associated with workplace deviant behavior. We conducted two field studies using multi-source data to test our hypotheses. In Study 1, the results indicated that creativity positively predicted moral disengagement for those low in moral identity. In Study 2 with multi-wave data, we replicated the finding that moral identity moderated the effect of creativity on moral disengagement in Study 1 and further revealed that moral disengagement mediated the interactive effects of creativity and moral identity on workplace deviant behavior. The theoretical and practical implications of these findings and directions for future research are discussed. [ABSTRACT FROM AUTHOR]