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The sudden proliferation of virtual work and isolation during the COVID‐19 pandemic has resulted in mental health concerns and increased workplace exits, particularly for women. We examine how inclusive organizational behavior in the form of a

Team performance is contingent on nuanced approaches to risk management—demanding both risky and cautious strategic orientations. However, research surrounding how teams navigate this balance is limited. We argue that both positive and negative

Consumers often receive a full or partial refund for product returns or service cancellations. Much of the existing literature studies cash refunds, where consumers get the money back minus a fee upon a product return or service cancellation.

The rise of financial technology (fintech) has motivated practitioners and researchers to explore alternative data sources and enhanced credit scoring methods for better assessment of consumers' credit risk. In this study, we examine whether deep-

Salary comparison has well-established implications for employees' attitudes and behaviors at work. Yet how employees process information about simultaneous comparisons, particularly when internal and external comparison information is incongruent,

How does financial education lead to improved financial behavior and higher financial well-being? An influential Consumer Financial Protection Bureau model introduced in 2015 proposes that the goal of financial education is to improve financial well

Pay-for-performance (PFP) is considered one of the strongest tools to motivate employees, yet despite its popularity, it can sometimes create stress for workers that results in decreased performance, creativity, and engagement. New research suggests

Chatbots offer customers access to personalised services and reduce costs for organisations. While some customers initially resisted interacting with chatbots, the COVID‐19 outbreak caused them to reconsider. Motivated by this observation, we

Microlabor markets engage workers in temporary employment contracts to complete short-duration tasks for micropayments. Because microlabor platforms often preclude worker interaction, independent microtasking communities have emerged to allow

We draw on job demands‐resources theory to develop and test a model that explores the direct and indirect (through relational energy) impact of inclusive leadership on workplace avoidance behaviors for neurodivergent employees. We also examine the