No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Inclusive Leadership in a Turbulent Global World: A Systematic Review and Future Research Directions
ResearchGate has not been able to resolve any citations for this publication.
The COVID-19 pandemic has caused a great “reset” and has challenged many assumptions about work and life in general. Our focus in this paper is on the future of global work in the context of multinational enterprises (MNEs). We take a phenomenon-based approach to describe the important trends and challenges affecting the where, who, how and why of global work. As we highlight implications for organizations and individuals, we offer a set of research questions to guide future research and inform IHRM practitioners.
In this article, we reflect on the role that leadership has played in the response to the global Covid-19 crisis. We discuss two major ‘fault lines' of leadership: narcissism, and ideological rigidity. A fault line is a problem that may not be obvious under normal circumstances but could cause leadership to fail stakeholders and society at large in a defining moment such as a global pandemic. Using case examples from global political leaders we elaborate on these breaking points in crisis leadership and contrast them with the healing properties of leader compassion and mending forces of evidence-based decision making. We conclude our article with implications for responsible leadership research and practice.
The dramatic increase of diversity on US college campuses has coincided with greater academic interest on the concept of inclusive leadership. The present literature provides a systematic analysis of literature from its forming phases in the early 1990s to its present condition. Priority publications were selected rigorously and then examined in order to better determine what theoretical emphasis each of the three decades might have yielded and which what these studies reveal about the evolution of this relatively new leadership paradigm. From the review themes were identified and observations were made for future research purposes.
The Covid-19 pandemic that swept through the world in late 2019 and through 2020 provides a test not just for all societies and their leadership, but for leadership theory. In a world turned upside down, when many conventions are disposed of, it is clear that things will not return to the status quo ante any time soon, if ever. In the light of these challenges, this short paper suggests we might reconsider the way governments and their leaders act against the frame of societal problems, originally established by Rittell and Webber in 1973. I suggest that all three modes of decision-making (Leadership, Management and Command) are necessary because of the complex and complicated nature of the problem and conclude that while Command is appropriate for certain times and issues, it also poses long-term threats, especially if the context is ignored.
The rapid reshaping of the global economic order requires fundamental shifts in international business scholarship and management practice. New forms of protectionist policies, new types of internationalization motives, and new tools of techno-nationalism may lead to what we call “bifurcated governance” at the macro-level and “value chain decoupling” at the micro-level. As a result, innovation networks will require novel reconfigurations. We examine the emerging constraints on multinational enterprises, imposed by a bifurcated world order. We also discuss how the dynamic capabilities framework can guide scholars and managers alike to achieve new forms of evolutionary fitness.
De-globalization, now a distinct possibility, would induce a significant qualitative shift in strategies, structures, and behaviors observable in international business (IB). Coming to terms with this qualitative shift would require IB research to develop a much deeper integration of politics, the key driver of de-globalization. To support such integration, this paper introduces two relevant theories of (de-)globalization from political science, liberalism and realism. Both predict de-globalization under current conditions but lead to different expectations about the future world economy: liberalism suggests a patchwork of economic linkages, while realism predicts the emergence of economic blocs around major countries. This paper discusses the resulting opportunities in three areas of IB research: political strategies and roles of multinational enterprises (MNEs), global value chains, and the role of the national context. For political strategies and roles, there is a need to explore how regular business activities and deliberate political agency of MNEs affect the political sustainability of globalization. For value chains, questions include their future reach and specialization, changes in organizational forms, and the impact of political considerations on location decisions. Research opportunities on national contexts relate to their ability to sustain globalization and their connection with economic and military power.
The role of men in nursing has been of ongoing interest to gender and work scholars who examine the processes that maintain or challenge occupational gender segregation. Drawing on professional nursing texts, the current study moves beyond individual men to investigate organizational practices within nursing that discursively construct the male nurse. Using the rhetoric of ‘equality’ and ‘diversity’, texts frame men in nursing as a missing and needed antidote to projected worker shortages and a homogenous workforce. Taking a critical lens to these arguments, analysis of professional discourse reveals an appropriated disenfranchisement that masks men's gendered privilege. Professional leaders frame men in nursing as equivalent to women in traditionally male occupations with little attention to the ways in which US men, particularly white and heterosexual men, are advantaged currently and historically. The findings trace a process of discursive hybridization through which organizational leaders appropriate rhetoric from historically disenfranchised groups to benefit predominantly white, middle‐class men.
Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways. First, we provide a conceptual clarity of servant leadership vis-à-vis other value-based leadership approaches and offer a new definition of servant leadership. Second, we evaluate 16 existing measures of servant leadership in light of their respective rigor of scale construction and validation. Third, we map the theoretical and nomological network of servant leadership in relation to its antecedents, outcomes, moderators, mediators. We finally conclude by presenting a detailed future research agenda to bring the field forward encompassing both theoretical and empirical advancement. All in all, our review paints a holistic picture of where the literature has been and where it should go into the future.
This article examines the extent to which the participation of women in the military furthers or hinders the displacement of gendered dichotomies and whether this brings about more transformative change to military institutions. Based on research of the South African National Defence Force, the authors argue that although typical ‘feminine’ qualities at times are valued in peace operations, this has not contributed to a transformation of gender relations in the military. The authors identify the lack of change as due to a deep‐seated patriarchal culture in South Africa and essentialist discourses that affect women's identities as soldiers. Three discourses are identified in the interviews which accentuate this phenomenon: civilianizing, sexualizing and victimizing discourses. While these discourses are not necessarily negative to female soldiers' inclusion in the military, the focus on differences related to gender stereotypes renders a displacement of gendered hierarchies and consequently also a regendered military difficult.
This article investigates responses of the international and domestic (South Korean) publics to one of the most hotly debated corporate scandals in recent years: Korean Air's so-called nut rage incident. By analyzing both international and domestic media coverage of the occurrence, we reveal contrasting interpretations between the two. Whereas the South Korean public tends to generate intense debates addressing a lack of ethics in Korean Air's public communication following the incident, international public criticism is dominated by questions regarding South Korea's chronic chaebol system and its negative image in relation to South Korea's unique institutional context. Korean Air's incongruent notice of the employee as a key stakeholder is also discussed in the international media. Our research findings indicate how, rather than focusing on legal responsibility, the normative attitude of businesses toward stakeholder pressures is crucial as a means of escaping legitimacy-threatening events. The results of this study demonstrate how public responses to a single incident are diverse in global society and offer new insights regarding the importance of ethics in management leadership and public communication after a crisis incident.
In recent years, the composition of boards and, particularly, the inclusion of women on boards has attracted significant scholarly interest and public debate. In this article, I comprehensively review the academic literature on board gender composition. Using the systematic review method, I ask whether women directors really are different from men on boards, what factors shape board gender composition, how board gender composition affects organizational outcomes, and finally, why board gender quotas and other forms of regulation are introduced and what outcomes can be expected. Based on my findings, I develop a conceptual framework that clarifies the causal processes underlying both women's access to boards and the effects of women's presence on boards. Finally, I offer a research agenda designed to enrich our understanding of board gender composition.
Little is known about whether followers who perceive ethical leadership are more easily moved to act compassionately with peers. This study hypothesizes four compassionate feelings as mediators of the relationship between ethical leadership and interpersonal citizenship behavior directed at peers: a) empathic concern, or an Other-oriented emotional response elicited by and congruent with the perceived welfare of a peer in need; b) mindfulness, a state of consciousness in which attention is focused on present-moment phenomena; c) kindness, understanding the pain or suffering of peers; and d) common humanity, viewing peers’ experiences as part of the larger human experience. Data were obtained from 300 followers working in three-member groups with a common leader in each of 100 investment banks in the city of London. Results indicated that: a) ethical leadership was significantly and positively linked to compassion and peer-focused citizenship, and b) common humanity is the only compassionate feeling that mediates the link between ethical leadership and peer-focused citizenship. Findings suggest that supervisors who act morally more easily move their followers to become sensitized to peers’ setbacks and misfortunes and take action in the form of interpersonal OCBs to lessen or relieve their suffering.
Growing workforce diversity increases the likelihood that supervisors and subordinates
will differ along demographic lines, a situation that has important implications for their
relationship quality and individual outcomes. In a sample of 1,253 employees from
54 work units, we investigate the effects of differences in disability status between supervisors
and subordinates on leader–member exchange (LMX) quality and subsequent
performance ratings, and find that incongruence in general is related to lower LMX
quality and lower performance. In addition, we propose and find an asymmetrical effect
of disability incongruence, such that LMX quality is worse in dyads in which the supervisor
has a disability than in dyads in which the subordinate has a disability. Furthermore,
we investigate the moderating role of unit-level climate for inclusion on this
relationship and find support for a buffering effect of inclusive climates on the negative
incongruence-LMX relationship for scenarios in which the supervisor, but not the subordinate,
has a disability. We build relevant theory for the relational demography, disability,
LMX, and organizational climate literatures by predicting these effects on the basis
of status mechanisms. These findings have important practical implications, as they
provide companies with a feasible way to manage their diverse workforce.
I introduce the construct of climate for inclusion, which involves eliminating relational sources of bias by ensuring that identity group status is unrelated to access to resources, creating expectations and opportunities for heterogeneous individuals to establish personalized cross-cutting ties, and integrating ideas across boundaries in joint problem solving. I show that within inclusive climates, interpersonal bias is reduced in such a way that gender diversity is associated with lower levels of conflict. In turn, the negative effect that group conflict typically has on unit-level satisfaction disappears. This has important implications, as unit-level satisfaction is negatively associated with turnover in groups.
Previous research on consumers’ willingness to choose a green hotel has yielded mixed results, with some studies indicating a positive relationship with the hotel’s CSR initiatives, while others suggesting that there is no booking advantage for hotels going green. The present research seeks to understand the social nature of green hotel booking decisions and proposes a conceptual framework elucidating three primary factors that underlie consumers’ propensity to choose a green hotel. The study findings indicate that, importantly, a consumer’s social relationship situation (social inclusion vs. social exclusion) with other consumers, self-affirmation (self-value/self-concept reinforcement), and the option popularity jointly influence consumers’ willingness to choose a green hotel. The authors adopt a 2 × 2 × 2 factorial experimental design to test the proposed hypotheses. Theoretical and managerial implications are discussed.
Despite a huge increase in the number of women lawyers employed in professional service firms (PSFs) over the last four decades, the proportion of women at partnership level has changed at a much slower rate. This article investigates men's and women's understandings of women's careers and promotion to equity partner. The findings show that one reason why few women advance to equity partner level is that both men and women understand this role as requiring them to privilege work considerations over family. We recommend that PSF researchers and practitioners reflect more on the management of diversity and alternative work arrangements and organization.
Most studies on diversity and discrimination in the workplace have focused on ‘visible’ minorities such as gender or race, often neglecting the experiences of invisible minorities such as lesbian, gay, bisexual and transgender (LGBT) workers. In this paper we explore the practices of inclusion/exclusion of LGBTs in the workplace in Italian social cooperatives, which are specifically founded to create employment for people who are disadvantaged in the labour market. The study examines how organizations, which have an ethos focused on inclusion and mainly employ workers from specific social minority groups, manage the inclusion of LGBT workers. We also explore the experience of LGBT workers within these organizations. The paper reports that the culture of silence existing in the five organizations studied prevents LGBT employees from constructing a work identity which encompasses their sexual identity and prevents the organizations from achieving their aim of being fully inclusive workplaces.
Although global mobility represents an important element of many multinational enterprise’s (MNEs) global talent management systems, the two areas of practice have largely been decoupled in research and practice. The current paper aims to build a dialog around the integration of these two important areas of practice and illustrate how the integration of global mobility and global talent management can contribute to the success of the MNE. Human capital and social capital theories are introduced as theoretical frames for the integration of the two areas and global talent pools and routines for managing global staffing flows are introduced as key organizational routines that can maximize the contribution of global mobility to the MNE. The paper also considers challenges and opportunities for the integration of mobility and talent and outlines some directions for future study.
Workforce diversity requires broader vision and scope in managing diversity so that there is greater inclusion inside and outside organizations. This article provides that vision by extending the stream of workforce diversity research to community-oriented inclusion and its processes. We interviewed 34 people with disabilities and 40 people without disabilities who were stakeholders of community arts and sport organizations. The participants with disabilities were mainly arts audiences, artists, and sport athletes and the participants without disabilities were mainly managers and government officials. This article signifies common interest groups, which are facilitated by (1) non-minority specific communal activities (2) listening to minority voices (3) multidimensional accessibility (4) availability of organizational and natural champions and (5) cross-boundary networks and collaborations. In order to create more inclusive organizations, we suggest that private organizations need more community-oriented values, goals and strategies that foster boundryless inclusion of people with disabilities and other minority groups in organizations and society.
Link to the article:
http://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12034/abstract
We propose a model of group processes that accords a key role to the verification of people's self-views (thoughts and feelings about the self). This approach partially incorporates past work on self-categorization (under the rubric of verification of social self-views) and introduces a new set of processes (the verification of personal self- views) to the groups literature. Conceptual analysis and recent empirical evidence suggest the self-verification framework offers a novel perspective on finding value in diversity.
Given the emergence of a new rhetoric in the field of diversity, which replaces the term diversity with the term inclusion, this study comparatively investigates the meanings of diversity and inclusion in organizations. The findings of Study 1, which used a qualitative methodology to explore the construct definitions and to derive a measure of attributes to support diversity and inclusion, revealed conceptually distinct definitions. The reliability and factor structure of the scale was evaluated in Study 2 and cross-validated in Study 3. The results supported a five-factor model of diversity and inclusion and suggest a distinction between the concepts, although the terms may not describe separate types of work environments but different approaches to diversity management.
Past research on leader self-sacrifice has focused entirely on the effects of this leader behavior on followers and its implications for organizations. The present research focused on antecedents of leader self-sacrifice. We argued that self-sacrifice is positively influenced by leaders' sense of belongingness to the group they supervise. Furthermore, leaders' subjectively sensed power can serve as a moderator of this effect. We expected this because a high sense of power is known to facilitate goal pursuit. Given that organizational goals often prescribe serving the interests of the organization, leaders' sense of belongingness should promote self-sacrifice particularly among leaders low in subjective power; leaders high in subjective power should display self-sacrifice regardless of their sense of belongingness. Two field studies supported these predictions. A final experiment supported a critical assumption underlying our argument in showing that the sense of power × sense of belongingness interaction is restricted to situations that prescribe cooperative goals. When situations prescribe competitive goals, this interaction was absent.
This study examined the relationship between individual demographic dissimilarity from co-workers and three indicators of inclusion by an organization: decision-making influence, access to sensitive information, and job security. Data from 345 individuals in eight work units showed that individual dissimilarity in race and gender were negatively associated with inclusion, and the effect of race dissimilarity was more pronounced for whites than for non-whites. In contrast, individual dissimilarity in tenure and education level were positively associated with inclusion, and these effects were more pronounced for those with greater tenure and greater education, respectively. Overall, the results suggest that whether being different hinders or helps organizational inclusion may depend on whether that difference is visible and whether it reflects job expertise. Further, they suggest that, when being different is a hindrance, it may be hardest on those who have traditionally been the majority in organizations.
A great deal of research has focused on work group diversity, but management scholars have only recently focused on inclusion. As a result, the inclusion literature is still under development, with limited agreement on the conceptual underpinnings of this construct. In this article, the authors first use Brewer’s optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the needs of both belongingness and uniqueness. Building on their definition, the authors then present a framework of inclusion. Their framework is subsequently used as a basis for reviewing the inclusion and diversity literature. Potential contextual factors and outcomes associated with inclusion are suggested in order to guide future research.
Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indicated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.
The Grand Challenge None of Us Chose:
Succeeding (and Failing) Against the Global Pandemic
ABSTRACT
The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this article explores implications for leadership and effective action at the individual, organizational and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more and less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically-advanced and economically-developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This article invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.
Skepticism toward CSR is increasing. Management research on CSR tends to focus on positive outcomes from the practice of CSR, such as enhanced financial performance and best practice business cases. Less attention is devoted to why CSR is under siege. This paper argues that CSR is intimately connected with the way that capitalism is practiced, and that poor CSR outcomes are often the result of five “shortcomings” of contemporary capitalism: runaway self‐interest, quarterly focus, elite orientation, volume orientation, and one‐pattern capitalism. To evidence this, I employ a two‐stage approach: a “diagnostic” stage that investigates current challenges facing capitalism and how they affect CSR, and a “clinical” stage that identifies potential solutions based on a qualitative data set collected in Asian business contexts. The proposed solutions suggest ways that researchers, practitioners, and policymakers can conceptualize, design, and implement CSR programs that better fulfill CSR’s promise to business and society. Based on these results, I conclude with ideas on how CSR research can be strengthened by exploring the under‐researched linkages among CSR, modern capitalism, and global institutional contexts.
An understanding of how emergent changes unfold is important for organizations in charting the path forward to address their underlying talent needs. Sourcing and retaining the quality and quantity of talent required to deliver on an organization’s strategic agenda, already a challenge before the pandemic, requires even more urgent strategic action now. In the current chapter, we explore how technological disruption impact on TM current dynamics, and discusses possible challenges that arise. Our hope is to contribute to a better understanding of what is actually happening in the world of work, which should then help inform TM policy and practice.
The Journal of Management editorial team challenged us to consider how the COVID-19 pandemic impacted and altered the employer–employee relationship. In this guest editorial, we take stock of the pandemic-related lessons learned for human resources research and practice. We highlight three insights that many organizations made as the result of pandemic-related changes and describe how these lessons are likely to alter the employee–employer landscape for the foreseeable future. The lessons are (a) understanding that organizational communication practices should be authentic, continuous, and two-way in nature; (b) accepting that the virtual workforce brings unique challenges that do not yet have solutions; and (c) recognizing that success for stakeholders beyond just investors will require continual attention and intention. We also highlight needs and opportunities for future research that will inform theory and practice and lead to the betterment of organizations and society.
In the years preceding the COVID-19 pandemic, the decades-long, pan-continental globalization consensus was being questioned. In our view, the pandemic has accelerated the rate at which the globalization consensus is being defied. To better understand the implications of this defiance, we turn to research on people, organizations and international competition to see whether this defiance weakens the cohesion needed to keep globalization moving apace. People and organizations create cohesive forces that can link and constrain the differences that are encountered when people and organizations move across international borders. Meanwhile, the nature of international competition, particularly as connected to the level of active involvement by state actors, can lead to fractures that reduce cohesion across polities and societies.
An organization’s senior leaders, given their positions at the apex of power within the organization, shape its vision, strategies, organizational design, and culture. Yet the research on diversity has not sufficiently held them to account for the dynamics of demographic diversity and inclusion within their organizations and for producing performance benefits from diversity. This paper proposes that a fuller understanding of diversity and inclusion requires a focus on senior leaders’ roles in diversity leadership. Specifically, drawing on strategic leadership theory, it proposes a framework for strategic diversity leadership that focuses on the role of senior leaders in shaping the meaning of diversity in their organizations. It proposes that how senior leaders envision diversity within their organizations and symbolize its value in their communications and actions affects the extent and nature of diversity and inclusion, and through them a range of benefits to organizational performance. It also discusses potential antecedents affecting strategic diversity leadership and calls for the development of a theory of strategic diversity leadership.
This article explores how men are conceptualised as partners in gender equality processes in organisations against the backdrop of a postfeminist sensibility. Drawing on interviews that formed part of organisational ethnographies, the article highlights three subject positions that men are encouraged to adopt: the inclusive leader, the smart strategist, and the forced altruist. All three subject positions entail the construction of men as disadvantaged through a focus on women. While theorists of postfeminism have shown how women are made responsible for their own success and failure with structural gender inequalities being disavowed, the opposite logic seems to operate for men; if men do not succeed, it is due to unequal gender structures that favour women. Alternative subject positions could focus on making men's privilege visible or on that men who support gender equality might accelerate their careers. The article also shows that gender equality is still seen as a women's issue rather than an issue that concerns both women and men.
Media images of walls being erected or dismantled symbolize the global dilemma at the heart of the approach toward diversity during economically challenging times. Will communities, organizations, and nations become more isolated, exclusionary, and protective of scarce resources? Or will they embrace diversity for humanistic reasons and its potential to drive economic growth? This paper first critically examines the paradox of diversity and deems it false because it omits the important role of inclusion climate. It then presents a systematic review of the research. Findings indicate that people are more likely to blame ‘the other’ for their economic hardships, and as a result are more likely to express racism, prejudice, and xenophobia, giving rise to intergroup conflicts and strife. Yet research also links diversity with innovation and its potential to uplift and energize economies, a quality that is particularly important during times of economic hardship. Finally, the paper presents a theory‐based conceptual model, highlighting the central role of inclusion, and proposes directions for future research.
The emergence of web 2.0 technologies led to optimistic predictions that social media (SM) might alter traditional gendered patterns of member participation in trade unions. Greene, Hogan, and Grieco and others suggested that the forms of communication and engagement these technologies offered to unions and their members had the potential to foster gender inclusion and contribute to union diversity, arguably central to effective representation. This article reports on a survey of union members’ experiences with and perceptions of their union's SM services, to identify whether there is a gendered dimension to members’ use. The findings indicate that for most union members regardless of gender, more traditional communication channels such as face-to-face contact and email remain the preferred means of communication. However, the findings also show that women are just as likely as men, if not more so, to engage with union SM. Given that historically, women largely participated less in union activities than their male counterparts, this broad parity of use by women supports the conclusion that SM has substantial potential to improve women's participation in unions.
Although the body of diversity research has been growing steadily over recent decades, the impact of diversity management on the inclusion of historically disadvantaged groups is still in question. By jointly examining how gender and dis-/ability are addressed, shaped and coconstituted by practices labelled as diversity management, this study aims to paint a finer-grained picture of the inclusionary potential of the ‘diversity turn’. It offers a comparative analysis of two ‘diversity dimensions’ that are assumed to be opposing in terms of social desirability or economic exploitability. It thereby provides insight into the inclusionary and exclusionary dynamics of diversity management. Based on interviews in for-profit and non-profit organizations in Austria and Germany, the study reveals persistent, unequal dynamics of inclusion and exclusion: while the inclusion of supposedly non-disabled women and men with ‘female-associated living conditions’ revolves around a mostly undisputed gender-equality norm, the inclusion of disabled people depends on specific conditions and is not taken for granted.
This paper investigates a structural void that, especially in the context of poor or developing nations, prevents economic growth from being more inclusive and benefiting wider sections of society. The authors initially examine the imperative for inclusive growth, one encompassing a focus on poverty and development. Utilizing social choice theory, and a capability deprivation perspective, we observe that the poor experience deprivations due to a deficiency in their personal autonomy. This in turn is deeply interwoven with the concept of identity. Legally recognizing the poor as individuals, and providing them with proof of their identity, will empower them and facilitate inclusive growth and poverty alleviation. These conceptual arguments are illustrated with the description of a biometric-linked developmental initiative that is providing proof of identity to 1.2 billion residents of India. By establishing a robust identity management system, the project aims to ensure more inclusive growth and efficiently target welfare programs. The authors further investigate how the establishment of identity rights facilitates financial inclusion, property ownership, and necessity-driven entrepreneurial action. Biometric identification on this scale is, however, fraught with dangers to civil liberties and has other serious ethical consequences. In the last section, issues around privacy and security are debated while highlighting the need for external review and independent monitoring to define the project’s boundaries and usages.
This article investigates Corporate Social Responsibility (CSR) in Asia through two related themes: research knowledge and ethical norms. 'CSR in Asia' research is shown to be growing, particularly in East Asia. Compared with Western CSR literature, it is shown to be dominated by empirical, particularly quantitative, research. More substantively, this research is dominated by an issue focus on ethical norms, though this is in real decline. In this light, this article offers a closer investigation of the nature of ethical systems underpinning Asian business, and a comparison of Asian and Western conceptions of the community as a stakeholder.
We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee
Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated
this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.
There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.
We surveyed management teams in 102 hotel properties in the United States to examine the intervening roles of knowledge sharing and team efficacy in the relationship between empowering leadership and team performance. Team performance was measured through a time-lagged market-based source. Results showed that empowering leadership was positively related to both knowledge sharing and team efficacy, which, in turn, were both positively related to performance.
Substantial research examines the follower consequences of leader (mis)alignment of words and deeds, but no research has quantitatively reviewed these effects. This study examines extant research on behavioral integrity (BI) and contrasts it with two other constructs that focus on (mis)alignment: moral integrity and psychological contract breaches. We compare effect sizes between the three constructs, and find that BI has stronger effects on trust, in-role task performance and citizenship behavior (OCB) than moral integrity and stronger effects on commitment and OCB than psychological contract breach. These stronger attitudinal consequences run counter to our initial expectations, but they provide evidence of important conceptual distinctions and mechanisms that we articulate. BI theory suggests that BI’s greater performance impact is due to the notion that BI affects communication clarity in addition to attitudes. Results of meta-analytic structural equation modeling are consistent with this proposed dual path of BI’s impact. We highlight avenues for future research on BI and discuss how our findings inform the broader research on leader (mis)alignment.
Using bibliometric analysis of published work, we examine the discursive trends, patterns and implications of three different anti-discrimination solutions (equality, diversity and inclusion) over a 40-year period from 1970 to 2010. The findings reveal that the anti-discrimination discourses are consistent with management fashions, in terms of both their trends and the rhetorical strategies used by proponents to establish the dominance of their favoured approach, particularly by denigrating previous approaches. Practitioner-facing academics play a key role in the process by giving shape, exposure and credibility to the anti-discrimination solutions, but not in creating them. Only by breaking free of the oppositional discursive patterns can the debate move on to anti-discrimination solutions that attempt to blend together equality, diversity and inclusion.
In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.
Purpose
This article offers guidelines for effective crisis response.
Design/methodology/approach
Its thesis is: whether an organization survives a crisis with its reputation, operations, and financial condition intact is determined less by the severity of the crisis than by the timeliness and effectiveness of the response
Findings
Companies with effective crisis response saw their stock price recover quickly, and remain above their pre‐crisis price thereafter, closing an average of seven percent above their pre‐crisis price one year after the crisis.
Practical implications
Offers do and don't prescriptions for managing a crisis.
Originality/value
A consultant recognized as an authority in his field shares his experience in effective crisis management.
This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work.