While work is something central to almost everyone, we probably give little thought to the various philosophical perspectives and theoretical concepts underpinning the notion. In asking my friends and colleagues what work means to them, I heard answers such as “it’s what I do so I can have fun and buy toys” and “I feel personally connected to my career and do this because I love it.” Those I talked to about the topic never quite addressed the numerous perspectives of work presented in the recent book by author and labor relations scholar John Budd, although their comments were related to many of his topics. In The Thought of Work, Budd outlines different conceptualizations and historical perspectives of work covering the many academic disciplines that address the concepts and applications of work.

A full field method for visualizing deformation around the crack tip in a fracture process with large strains is developed. A digital image correlation program (DIC) is used to incrementally compute strains and displacements between two consecutive images of a deformation process. Values of strain and displacements for consecutive deformations are added, this way solving convergence problems in the DIC algorithm when large deformations are investigated. The method developed is used to investigate the strain distribution within 1 mm of the crack tip in a particulate composite solid (propellant) using microscopic visualization of the deformation process.

This paper examines the process of mergers and acquisitions from the combined perspectives of leadership and decision–making/moral hazards. In particular, we examine the roles and intentions of senior managers in M&A activities based on leadership theories, and then use this framework in evaluating the human resource impacts of mergers and acquisitions. Existing literature suggests disconnects between the espoused values and guiding principles of mergers and acquisitions with the actual impacts of these deals. More specifically, there are often clear gaps between pronouncements prior to M&A transactions and the subsequent reality in terms of financial returns, human resource impacts, market sh are effects, and industry realignment. This paper then applies this conceptual framework in reviewing two major M&A deals in differing industries. We also explore the moral hazard and decision traps of M&A transactions in regards to shareholder benefits, consumer benefits, and senior management compensation packages.

This study explores relationships between race, gender, agreeableness, openness to experience, contact, and a measure of attitudes toward diversity—universal‐diverse orientation (UDO). UDO consists of three attitudinal components: realistic appreciation (a cognition), comfort with difference (a feeling), and diversity of contact (a behavior). Results suggest that race, agreeableness, and openness relate to UDO attitudes, primarily due to the relationships of these variables with the behavioral component—diversity of contact. Identifying characteristics of tolerant people (e.g., agreeableness) and training managers in skills related to those characteristics may improve contextual performance and make managers better role models within the organizational context.