It's not only what you do, but why you do it: How managerial motives influence employees' fairness judgments.

Although past research demonstrates that perceived fairness leads to many benefits, it also tends to assume that fairness flows almost exclusively from justice adherence. We instead reason that when employees form fairness judgments, they consider not only the extent to which supervisors adhere to justice but also why supervisors do so. In particular, our work outlines three distinct theoretical pathways to fairness.

Employees on the rebound: Extending the careers literature to include boomerang employment.

As employee careers have evolved from linear trajectories confined within 1 organization to more dynamic and boundaryless paths, organizations and individuals alike have increasingly considered reestablishing prior employment relationships. These "boomerang employees" follow career paths that feature 2 or more temporally separated tenures in particular organizations ("boomerang organizations"). Yet, research to date is mute on how or to what extent differences across boomerang employees' career experiences, and the learning and knowledge developed at and away from boomerang organizations, meaningfully impact their performance following their return.

Modification of mean wake flow behind a very slender axisymmetric body of revolution by imposed nonlinear unstable helical modes.

For a sufficiently slender axially symmetric body placed in a uniform stream, only convectively unstable modes are found in previous experiments. This work imposes theoretically and computationally a pair of most unstable helical modes, symmetrically and asymmetrically. The Reynolds stress modification of the developing laminar mean wake flow is modified into an elliptic-like cross section for symmetrical forcing; the consequences of unequal upstream amplitudes are also explored.