Pub Date : 2026-02-06DOI: 10.1177/00187267261415779
Xueni Zheng, Jing Du, Yuan Xiang, Lirong Long, Huanyan Xie
Why do low-skilled gig workers remain stuck in work they originally intended as temporary? Although gig work is widely portrayed as flexible and temporary, our study shows that platforms can gradually trap workers in place. Drawing on grounded theory and fieldwork—including 70 interviews with 42 food delivery riders and 14 ride-hailing drivers, 30 hours of firsthand riding experience, and observations of online communities totalling 820 riders—this study develops a conceptual framework of career development lock, identifying four interrelated forms: lock-out, lock-in, lock-up, and lock-down. We find that career development lock stems from a structural conflict between workers’ long-term aspirations, grounded in a continuous temporal narrative, and platform algorithms’ need for flexible, on-demand labor that operates through a fragmented temporal logic. This conflict generates short-term person–career fit but long-term misfit. Under the structural constraints of algorithmic management, workers turn to adaptive self-exploitation, intensifying short-term fit while undermining long-term misfit, which ultimately traps them in their roles. The study advances understanding of non-linear careers in non-standard employment and reframes algorithmic control as a career-structuring force beyond a day-to-day control mechanism. It also offers practical implications for platforms and policymakers to prevent new forms of career entrapment in the gig economy.
{"title":"Short-term fit, long-term trap: The career development lock of low-skilled gig workers","authors":"Xueni Zheng, Jing Du, Yuan Xiang, Lirong Long, Huanyan Xie","doi":"10.1177/00187267261415779","DOIUrl":"https://doi.org/10.1177/00187267261415779","url":null,"abstract":"Why do low-skilled gig workers remain stuck in work they originally intended as temporary? Although gig work is widely portrayed as flexible and temporary, our study shows that platforms can gradually trap workers in place. Drawing on grounded theory and fieldwork—including 70 interviews with 42 food delivery riders and 14 ride-hailing drivers, 30 hours of firsthand riding experience, and observations of online communities totalling 820 riders—this study develops a conceptual framework of career development lock, identifying four interrelated forms: lock-out, lock-in, lock-up, and lock-down. We find that career development lock stems from a structural conflict between workers’ long-term aspirations, grounded in a continuous temporal narrative, and platform algorithms’ need for flexible, on-demand labor that operates through a fragmented temporal logic. This conflict generates short-term person–career fit but long-term misfit. Under the structural constraints of algorithmic management, workers turn to adaptive self-exploitation, intensifying short-term fit while undermining long-term misfit, which ultimately traps them in their roles. The study advances understanding of non-linear careers in non-standard employment and reframes algorithmic control as a career-structuring force beyond a day-to-day control mechanism. It also offers practical implications for platforms and policymakers to prevent new forms of career entrapment in the gig economy.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"301 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2026-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146122005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01DOI: 10.1177/00187267251409940
Leon Barton, Marvin Neu, Amanda Shantz, Heike Bruch
This study investigates how disparities in access to telework arrangements within organizations influence collective outcomes. By incorporating social identity with justice theories, we develop a conceptual model and hypothesize that greater dispersion in organizational telework access correlates with diminished organizational performance, primarily due to its association with lower collective positive affective tone. However, we argue that collective organizational identification can mitigate this negative impact. Our empirical analysis, leveraging a multisource dataset of 26,783 employees across 186 companies, substantiates this model. These findings advocate for the importance of intra-organizational variation of telework access in enriching our understanding of both the advantages and disadvantages associated with this prevalent work modality.
{"title":"Organizational telework access dispersion and firm performance","authors":"Leon Barton, Marvin Neu, Amanda Shantz, Heike Bruch","doi":"10.1177/00187267251409940","DOIUrl":"https://doi.org/10.1177/00187267251409940","url":null,"abstract":"This study investigates how disparities in access to telework arrangements within organizations influence collective outcomes. By incorporating social identity with justice theories, we develop a conceptual model and hypothesize that greater dispersion in organizational telework access correlates with diminished organizational performance, primarily due to its association with lower collective positive affective tone. However, we argue that collective organizational identification can mitigate this negative impact. Our empirical analysis, leveraging a multisource dataset of 26,783 employees across 186 companies, substantiates this model. These findings advocate for the importance of intra-organizational variation of telework access in enriching our understanding of both the advantages and disadvantages associated with this prevalent work modality.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146098202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1177/00187267251412730
Rahman Khan, Ghulam Murtaza, Qurat-ul-ain Talpur, Gary Schwarz, Alexander Newman
Can illegitimate task assignments that go beyond what might be reasonably expected from employees lead to deviant silence in which employees withhold vital information to harm organizational functioning? Using stress-as-offense-to-self and retributive justice theories, our research explains how organizations produce employee silence and illuminates that employees’ revenge motives help explain the link between illegitimate tasks and deviant silence. We also propose that moral identity may serve as a boundary condition in the relationship between illegitimate tasks and deviant silence. We conduct two studies to test the hypothesized model. An experimental field study (Study 1) shows that illegitimate tasks are significantly related to deviant silence. A three-wave time-lagged study (Study 2) confirms the positive direct relationship between illegitimate tasks and deviant silence, as well as an indirect relationship through the revenge motives of employees. We argue that illegitimate tasks represent an indirect form of communicating incompetence and social devaluation and highlight how employees retaliate with a similarly covert punishment in the form of deviant silence, foregoing opportunities to improve working lives and discouraging future illegitimate task assignments. Also, we demonstrate that moral identity acts as a self-regulatory mechanism, which reduces the strength of the relationship between illegitimate tasks and deviant silence.
{"title":"The dark side of illegitimate tasks: How revenge motives and moral identity shape deviant silence","authors":"Rahman Khan, Ghulam Murtaza, Qurat-ul-ain Talpur, Gary Schwarz, Alexander Newman","doi":"10.1177/00187267251412730","DOIUrl":"https://doi.org/10.1177/00187267251412730","url":null,"abstract":"Can illegitimate task assignments that go beyond what might be reasonably expected from employees lead to deviant silence in which employees withhold vital information to harm organizational functioning? Using stress-as-offense-to-self and retributive justice theories, our research explains how organizations produce employee silence and illuminates that employees’ revenge motives help explain the link between illegitimate tasks and deviant silence. We also propose that moral identity may serve as a boundary condition in the relationship between illegitimate tasks and deviant silence. We conduct two studies to test the hypothesized model. An experimental field study (Study 1) shows that illegitimate tasks are significantly related to deviant silence. A three-wave time-lagged study (Study 2) confirms the positive direct relationship between illegitimate tasks and deviant silence, as well as an indirect relationship through the revenge motives of employees. We argue that illegitimate tasks represent an indirect form of communicating incompetence and social devaluation and highlight how employees retaliate with a similarly covert punishment in the form of deviant silence, foregoing opportunities to improve working lives and discouraging future illegitimate task assignments. Also, we demonstrate that moral identity acts as a self-regulatory mechanism, which reduces the strength of the relationship between illegitimate tasks and deviant silence.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"38 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146014308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1177/00187267251401171
{"title":"Retraction Notice: “Understanding social responsibility and relational pressures in nonprofit organisations”","authors":"","doi":"10.1177/00187267251401171","DOIUrl":"https://doi.org/10.1177/00187267251401171","url":null,"abstract":"","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"100 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146014307","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-09DOI: 10.1177/00187267251407641
Paraskevas Petrou, Laura Den Dulk, George Michaelides
Leisure crafting (i.e. the proactive pursuit of leisure activities targeted at goal-setting, learning, and human connection) enhances people’s lives. Because employees are more than just workers, this study examines whether leisure crafting not only improves non-work outcomes but also spills over to benefit work, particularly for older employees. We conducted an online leisure crafting intervention among working adults, to examine its effects on non-work benefits (meaning in life, need satisfaction, affective well-being, and sense of community), work benefits (meaning at work, employee creativity, and work engagement), and the moderating role of age. A 5-week randomized controlled trial compared our intervention comprising 196 participants against a passive control group comprising 266 participants. Analyses revealed that the intervention group experienced a greater increase in leisure crafting (i.e. the manipulation check was significant), employee creativity, and meaning at work. In addition, the intervention positively impacted affective well-being but only for participants older than 61 years. The findings suggest that leisure crafting has the potential to positively affect people’s work lives and can serve as an effective organizational tool to help older employees sustain satisfactory affective well-being.
{"title":"The leisure crafting intervention: Effects on work and non-work outcomes and the moderating role of age","authors":"Paraskevas Petrou, Laura Den Dulk, George Michaelides","doi":"10.1177/00187267251407641","DOIUrl":"https://doi.org/10.1177/00187267251407641","url":null,"abstract":"Leisure crafting (i.e. the proactive pursuit of leisure activities targeted at goal-setting, learning, and human connection) enhances people’s lives. Because employees are more than just workers, this study examines whether leisure crafting not only improves non-work outcomes but also spills over to benefit work, particularly for older employees. We conducted an online leisure crafting intervention among working adults, to examine its effects on non-work benefits (meaning in life, need satisfaction, affective well-being, and sense of community), work benefits (meaning at work, employee creativity, and work engagement), and the moderating role of age. A 5-week randomized controlled trial compared our intervention comprising 196 participants against a passive control group comprising 266 participants. Analyses revealed that the intervention group experienced a greater increase in leisure crafting (i.e. the manipulation check was significant), employee creativity, and meaning at work. In addition, the intervention positively impacted affective well-being but only for participants older than 61 years. The findings suggest that leisure crafting has the potential to positively affect people’s work lives and can serve as an effective organizational tool to help older employees sustain satisfactory affective well-being.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"4 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2026-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145920055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-31DOI: 10.1177/00187267251409545
Mina Beigi, Juliette Koning, Ajnesh Prasad, Yasin Rofcanin
This inaugural critical reviews special issue marks a deliberate step in renewing what Human Relations has always stood for: a broad, rigorous, and human-centered conversation about work and organizing. Our aim with this special issue is therefore twofold: to take stock and to set direction. By curating critical, integrative reviews on select but timely topics, we map the evolution of debates, clarify where concepts and methods need to realign, and chart agendas that advance our understanding of the human side of organizational life. The four articles featured in this inaugural issue exemplify the intellectual breadth and critical depth that define Human Relations . Each engages a core tension of contemporary organizing; how multilevel systems interact in strategic human resource management; how colonial legacies shape Indigenous experiences of work; how precarity redefines the meaning and politics of labor; and how algorithmic technologies transform the inequalities embedded in hiring and organizational life. Read collectively, these contributions illuminate the diversity of themes, methods, and theoretical traditions that animate our journal, while also revealing a shared pursuit: understanding what it means to be human in the evolving relations of work, organization, and society.
{"title":"Taking stock and setting directions on timely organizational phenomena: Artificial intelligence, indigeneity, precarious work, and multi-level theorizing","authors":"Mina Beigi, Juliette Koning, Ajnesh Prasad, Yasin Rofcanin","doi":"10.1177/00187267251409545","DOIUrl":"https://doi.org/10.1177/00187267251409545","url":null,"abstract":"This inaugural critical reviews special issue marks a deliberate step in renewing what <jats:italic toggle=\"yes\">Human Relations</jats:italic> has always stood for: a broad, rigorous, and human-centered conversation about work and organizing. Our aim with this special issue is therefore twofold: to take stock and to set direction. By curating critical, integrative reviews on select but timely topics, we map the evolution of debates, clarify where concepts and methods need to realign, and chart agendas that advance our understanding of the human side of organizational life. The four articles featured in this inaugural issue exemplify the intellectual breadth and critical depth that define <jats:italic toggle=\"yes\">Human Relations</jats:italic> . Each engages a core tension of contemporary organizing; how multilevel systems interact in strategic human resource management; how colonial legacies shape Indigenous experiences of work; how precarity redefines the meaning and politics of labor; and how algorithmic technologies transform the inequalities embedded in hiring and organizational life. Read collectively, these contributions illuminate the diversity of themes, methods, and theoretical traditions that animate our journal, while also revealing a shared pursuit: understanding what it means to be human in the evolving relations of work, organization, and society.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"14 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145895535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-30DOI: 10.1177/00187267251403902
Karen D Hughes, Alla Konnikov, Nicole Denier, Yang Hu
What are the implications of the growing use of artificial intelligence (AI) in recruitment and hiring for organizational inequalities? While advocates suggest that AI is a groundbreaking tool that can enhance hiring precision, efficiency, diversity and fit, critics raise serious concerns around bias, fairness, and privacy. This review article critically advances this debate by drawing on diverse scholarship across computing and data sciences; human resource, management, and organization studies; social sciences; and law. Using a hybrid review approach that combines scoping and problematizing review methods, we examine the implications of algorithmic hiring for organizational inequalities. Our review identifies a multidisciplinary discussion marked by asymmetries in how key concerns are conceptualized; a clear and heightened potential for AI to conceal inequalities in hiring processes; and contestation over the regulation of algorithmic hiring. Building on Acker’s (2006) framework of ‘inequality regimes’, we propose the concept of algorithmically-mediated inequality regimes to highlight AI’s capacity for concealing and reproducing inequalities in hiring through enhanced algorithmic invisibility and the growing legitimacy of AI solutions. We propose an agenda for future research, policy, and practice, emphasizing the need for an interdisciplinary ‘chain of knowledge’ and a multi-stakeholder ‘chain of responsibility’ in AI application and regulation.
{"title":"Problematizing the role of artificial intelligence in hiring and organizational inequalities: A multidisciplinary review","authors":"Karen D Hughes, Alla Konnikov, Nicole Denier, Yang Hu","doi":"10.1177/00187267251403902","DOIUrl":"https://doi.org/10.1177/00187267251403902","url":null,"abstract":"What are the implications of the growing use of artificial intelligence (AI) in recruitment and hiring for organizational inequalities? While advocates suggest that AI is a groundbreaking tool that can enhance hiring precision, efficiency, diversity and fit, critics raise serious concerns around bias, fairness, and privacy. This review article critically advances this debate by drawing on diverse scholarship across computing and data sciences; human resource, management, and organization studies; social sciences; and law. Using a hybrid review approach that combines scoping and problematizing review methods, we examine the implications of algorithmic hiring for organizational inequalities. Our review identifies a multidisciplinary discussion marked by asymmetries in how key concerns are conceptualized; a clear and heightened potential for AI to conceal inequalities in hiring processes; and contestation over the regulation of algorithmic hiring. Building on Acker’s (2006) framework of ‘inequality regimes’, we propose the concept of <jats:italic toggle=\"yes\">algorithmically-mediated inequality regimes</jats:italic> to highlight AI’s capacity for concealing and reproducing inequalities in hiring through enhanced <jats:italic toggle=\"yes\">algorithmic invisibility</jats:italic> and the growing <jats:italic toggle=\"yes\">legitimacy</jats:italic> of AI solutions. We propose an agenda for future research, policy, and practice, emphasizing the need for an interdisciplinary ‘chain of knowledge’ and a multi-stakeholder ‘chain of responsibility’ in AI application and regulation.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"253 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145893669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-15DOI: 10.1177/00187267251398388
Jean-François Harvey
How can leaders guide diverse organizations to work together on society’s biggest challenges when power is unevenly distributed? Cross-sector partnerships (CSPs) bring together companies, governments, and nongovernmental organizations (NGOs) to address complex problems, yet their success hinges on how leaders navigate competing interests and shifting power dynamics. This study examines a high-profile CSP involving a Fortune 500 company, two international development organizations, and an NGO. Drawing on Mary Parker Follett’s ideas about “power-with” and “power-over,” I show how NGO leaders combined collaborative and more coercive tactics to move the partnership forward. My analysis reveals that responsible leadership (RL) in CSPs is not a static trait or style but evolves through a dynamic choreography of power as challenges and priorities change. The findings offer practical lessons for leaders seeking to balance ethics, inclusion, and influence in multi-stakeholder collaborations, and they extend theory by reframing RL as a shifting, context-sensitive process rather than a fixed style.
{"title":"Enacting responsible leadership in cross-sector partnerships: A dynamic choreography of power","authors":"Jean-François Harvey","doi":"10.1177/00187267251398388","DOIUrl":"https://doi.org/10.1177/00187267251398388","url":null,"abstract":"How can leaders guide diverse organizations to work together on society’s biggest challenges when power is unevenly distributed? Cross-sector partnerships (CSPs) bring together companies, governments, and nongovernmental organizations (NGOs) to address complex problems, yet their success hinges on how leaders navigate competing interests and shifting power dynamics. This study examines a high-profile CSP involving a Fortune 500 company, two international development organizations, and an NGO. Drawing on Mary Parker Follett’s ideas about “power-with” and “power-over,” I show how NGO leaders combined collaborative and more coercive tactics to move the partnership forward. My analysis reveals that responsible leadership (RL) in CSPs is not a static trait or style but evolves through a dynamic choreography of power as challenges and priorities change. The findings offer practical lessons for leaders seeking to balance ethics, inclusion, and influence in multi-stakeholder collaborations, and they extend theory by reframing RL as a shifting, context-sensitive process rather than a fixed style.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"1 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145752964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Why do so many organizations fail to respond to crises effectively, and what can be done to improve their crisis response? We aim to address these questions by developing a typology of boundaries that can help us understand and better prepare for future crises. Building on the existing literature on crisis management and boundaries, our typology seeks to address the critique of current crisis management models, such as these being too prescriptive and placing too much emphasis on assumptions that only the decisions made by the crisis management team (i.e., centralized decisions) will impact the crisis response. We address this critique by elaborating on four categories of boundaries that are relevant to manage crisis response, such as physical, mental, social, and temporal. Examples of these boundaries could include access to properties (physical), interpreting whether a crisis is happening (mental), shifting relationship dynamics (social), and the urgency of response time to a crisis (temporal). Our typology offers a lens to consider crisis management by taking into consideration the complexities and nuances that linear crisis management models have not yet adequately addressed. We argue that by identifying, defining, and understanding different configurations of boundaries, one can better manage crises toward a desired outcome.
{"title":"Toward a typology of boundaries in crisis management","authors":"Rachel Estey, Kristina Potočnik, Lila Skountridaki","doi":"10.1177/00187267251391692","DOIUrl":"https://doi.org/10.1177/00187267251391692","url":null,"abstract":"Why do so many organizations fail to respond to crises effectively, and what can be done to improve their crisis response? We aim to address these questions by developing a typology of boundaries that can help us understand and better prepare for future crises. Building on the existing literature on crisis management and boundaries, our typology seeks to address the critique of current crisis management models, such as these being too prescriptive and placing too much emphasis on assumptions that only the decisions made by the crisis management team (i.e., centralized decisions) will impact the crisis response. We address this critique by elaborating on four categories of boundaries that are relevant to manage crisis response, such as physical, mental, social, and temporal. Examples of these boundaries could include access to properties (physical), interpreting whether a crisis is happening (mental), shifting relationship dynamics (social), and the urgency of response time to a crisis (temporal). Our typology offers a lens to consider crisis management by taking into consideration the complexities and nuances that linear crisis management models have not yet adequately addressed. We argue that by identifying, defining, and understanding different configurations of boundaries, one can better manage crises toward a desired outcome.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"169 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145673567","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-02DOI: 10.1177/00187267251396579
{"title":"Human Relations Reviewer of the Year Award 2025","authors":"","doi":"10.1177/00187267251396579","DOIUrl":"https://doi.org/10.1177/00187267251396579","url":null,"abstract":"","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"1 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145651482","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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