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This article describes the development and initial experiences of Design Your Life, a new design approach implementing user-initiated design of technological environments that support autistic young adults to live independently.

This article makes use of a phenomenological Research-through-Design approach. Investigation of possible ways in which a set of four guiding principles could be applied into a design toolkit for autistic young adults and their caregivers by means of three design case studies was conducted. Promising methods from the design practice and literature were applied and contrasted with the lived experiences and practical contexts of autistic young adults and their caregivers.

This exploratory research yielded several important insights for the design direction of Design Your Life. Reflecting on how the guiding principles played out in practice it was noted that: the case studies showed that stakeholders appreciate the approach. The design principles applied cannot be used without the help of a sparring partner. This suggests that caregivers may be trained in design-thinking to fulfil this role. The Design Your Life method will be iteratively developed, refined and validated in practice.

The presented approach puts design tools in the hands of the people who will use the technology. Furthermore, the approach sees technologies as empowering interventions by which a person can strengthen their own living environment. According to this article, this approach is new for this application. It provides valuable perspectives and considerations for autistic people, caregivers, researchers and policy makers.

The purpose of this study is to explore to what extent passionate family chief executive officers (CEOs) increase the entrepreneurial orientation (EO) of the family firm. More specifically, the authors investigate the impact of the family CEO’s entrepreneurial passion (EP) on the firm’s EO and explore whether the generational stage of the family CEO alters this relationship.

A multiple moderated regression model was used to test the hypothesized relationships, based on a unique sample of 140 private Belgian family firms. All respondent CEOs are members of the controlling family, meaning they are in a unique position to influence firm-level outcomes.

The results reveal a significant positive effect of a CEO’s EP on the family firm’s EO. The generational stage of the family CEO moderates the EP-EO relationship, so the positive effect is strongest in first-generation family CEOs and becomes negative in third- or later-generation CEOs.

This research builds on insights from imprinting and upper echelon theory to explore how the EP of the family CEO impacts the family firm’s EO. This study thereby contributes to research regarding the antecedents of EO and introduces the concept of EP in a family firm context. The present study further contributes to the literature on imprinting, as it empirically shows how the EP-EO relationship differs depending on the generational stage of the family CEO. In a family firm context, the generational stage acts as a contingency variable, determining the dominant theory (i.e. upper echelon or imprinting theory) in explaining the EP-EO relationship.

The current paper aims to argue that it is important for conflict management research to start focusing on leader–follower conflict as a “special case” of conflict because the relationship between leaders and followers is, by definition, characterized by divergence of interest and, second, because it is asymmetric in terms of power and vulnerability. Moreover, it is argued that conflict management research should start to examine the various behaviors that people engage in as a response to conflict, in a broader sense, than has been done until now. Research on conflict management increasingly recognizes the significance of interpersonal relations in the workplace.

As a case in point, a survey study among 97 Dutch police officers is presented. Leaders’ conflict management behaviors as assessed by followers is measured. In addition, followers’ experienced interactional justice and the extent to which they indicated that they would engage in negative and/or positive gossip about their leader was measured.

Results demonstrate that more forcing and avoiding leader conflict management behavior was related to more negative and less positive gossip about leaders. Moreover, more problem-solving and yielding leader conflict management behavior was related to less negative and more positive gossip. All relationships between leader conflict management behavior and follower gossip were mediated by followers’ experienced interactional justice.

It is hoped that the findings put research on the broader implications of interactional justice in leader–follower interactions, and on gossip, on the research agenda of conflict researchers.