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The COVID-19 pandemic has had a major impact on forest product markets and the forest product industry, and has also seriously affected the sales of forest products. This research aimed to analyze people's preference for wood furniture and make policy recommendations. We examined the impact of the pandemic on consumers' preferences for wood furniture from the perspective of accounting. Taking the accounting data of wood furniture enterprises as the research object, through the translog revenue function, and using the relationship between revenue and consumption in economics, we found that the COVID-19 pandemic has reduced consumers' preferences for wood furniture, but the decline in preference is smaller for wood furniture produced by extra-large furniture manufacturers. This study contributes to the literature and in view of our research results and the severity of the COVID-19 pandemic, we provide policy suggestions for the related governmental agencies and wood furniture manufacturers, in this special environment, that can reduce the negative impact of a pandemic on the wood furniture industry.

Agricultural food is generally regarded as the basis of "national security" by most countries. Through marketing strategies, promoting the sales of agri-food products in the context of a pandemic is of great significance to national food security and economic growth. The purpose of our study is to understand how the COVID-19 crisis affects the sales of agri-food products as well as the organizational and management changes it brings. By understanding those points above, we can address the problem and policy challenges to better promote the recovery of the agri-food sector from the effects caused by COVID-19. The demand is today overwhelmingly urgent. Based on the data of China's agricultural-listed companies from 2015 to 2020, this study adopted the perspective of financial statements and conducted empirical analysis through the translog revenue function, and the results showed that the COVID-19 pandemic has reduced the sales of agri-food products, and the sales of agri-food products by large agricultural companies have fallen more than those of small- and medium-sized ones. Based on the results of the study, the government can consider the policy of providing financial support and temporary subsidies to agri-food enterprises during the pandemic, while agri-food enterprises actively practice digital marketing to reduce the adverse impact of COVID-19 on agri-food sales.

Regarding the effect of pay-for-performance (PFP), standard economic reasoning suggests that "a little is better than zero," meaning that even small performance payments can improve employees' work morale. An alternative view, "pay enough or don't pay at all," suggests that paying too little may instead erode employees' work morale. Using the U.S. General Social Survey (GSS) data, the present study finds evidence that the two views actually complement each other: Small payments can improve employees' work effort (e.g., working hours), but can also potentially compromise their work attitudes (e.g., job satisfaction). In addition, employees in different working sectors may have different understanding of what "small size" really means. Findings are followed by theoretical and practical implications.

Contemporary nonprofit management research generally assumes that nonprofit managers are intrinsically motivated and has disproportionally emphasized the importance of intrinsic motivation. This is misleading as individuals can be simultaneously propelled by both extrinsic and intrinsic factors. By testing variables from the NASP-III data set and employing self-determination theory (SDT), the author obtained the following findings. First, nonprofit managers' motivational styles fall into five different categories as suggested in SDT. Second, their external motivation (e.g., a desire for pay and security), a type of extrinsic motivation, is not necessarily weaker than their intrinsic motivation. Finally, the five categories vary in their relationships with their job satisfaction, job involvement, and pride working for the current organization. The author urges scholars to pay more attention to nonprofit managers' multidimensional motivational styles.

Work attitudes (e.g., job satisfaction, job involvement, organizational commitment, etc.) have long been important indicators for managers and researchers in evaluating whether one is motivated to work. Existing empirical studies tend to suggest that public managers are less likely to exhibit positive work attitudes as compared with their private sector peers. However, literature about the comparison of work attitudes between public and nonprofit managers is scant. The current study addresses this topic. By using the National Administrative Studies Project-III (NASP-III) survey data, the author found that nonprofit managers are more likely than public managers to show positive work attitudes. This attitudinal difference, based on the results of mediation tests, originates from two important reasons. First, higher levels of rule constraints (i.e., red tape and personnel flexibility) in the public sector undermine managers' work attitudes. Second, individuals attracted to work in the public sector have stronger extrinsic motivation, stronger amotivation, and weaker intrinsic motivation. These motivation styles compromise their work attitudes.

Social phenomena often involve long-term changes, but most organizational studies focusing on sector comparison have not illuminated the decisive role that time plays. I tested "sector imprinting," the effect that occurs when an individual who has adapted to the norms of one sector, moves to another sector, by using a sample comprised of respondents from both public and nonprofit organizations. I found that in the public sector, individuals switching from business enterprises and nonprofit organizations perceive more formalized personnel rules and red tape than individuals who have not switched sectors. In the nonprofit sector, individuals switching from the government perceive lower levels of formalized rules and red tape as compared to nonswitchers and switchers from the private sector. Although unpleasant rules are critical sources of one's turnover intention, individuals who switch into the public sector have longer current job tenure than nonswitchers. I argue that the theories of contrast effect, self-persuasion, extrinsic motivation, and public service motivation (PSM) help explain these findings.

Many contracted-out public services are now being contracted back into the public sector. The author first reviews the conventional economic factors—imperfect contracting market—which can bring pernicious effects to contracting-out. Second, the author proposes 9 noneconomic possibilities which may lead to contracting-back-in by looking into employment relationships, knowledge creation, isomorphism, opposition from unions and public officials, the loss of middle-level managers, political interference, the failure of balancing trust and control, corruption, and the loss of public values. Finally, the author concludes that a holistic understanding of contracting can hardly be developed unless one incorporates and balances economic and noneconomic views.