On the etiology of conflict cultures

Revenge: A Multilevel Review and Synthesis

Why do people take revenge? This question can be difficult to answer. Vengeance seems interpersonally destructive and antithetical to many of the most basic human instincts. However, an emerging body of social scientific research has begun to illustrate a logic to revenge, demonstrating why revenge evolved in humans and when and how people take revenge. We review this evidence and suggest that future studies on revenge would benefit from a multilevel perspective in which individual acts of revenge exist within higher-level cultural systems, with the potential to instigate change in these systems over time. With this framework, we can better understand the interplay between revenge's psychological properties and its role in cultural evolution.

Understanding and Preventing Dysfunctional Behavior in Organizations

We review the literature on dysfunctional behavior in organizations and illuminate the potential contribution of human resource development (HRD) to manage such behavior and contribute to strong governance and compliance. The impetus for this article comes from evidence of dysfunctional behavior in banking and financial organizations in many countries in recent times. We define dysfunctional behavior at individual, organizational, and institutional levels of analysis and propose a model of HRD to address dysfunctional behavior at these levels. HRD potentially plays four key roles in the context of managing and/or preventing dysfunctional behavior: development of employee awareness and skills; effective governance of HRD practices, structures, and delivery mechanisms; development of an ethical governance culture and climate and a more far-reaching role than that of organizational governance and agency mediation that minimizes the possibility of dysfunctional organizational behavior. We conclude with a discussion of HRD research and practice implications.