Take an innovative approach to a climate of change within your workplace or organization with this guidebook on diversity and inclusion.

Author Maura G. Robinson, an authority on diversity and inclusion, has been helping companies create systemic process of change for more than twenty years. In "the Inclusion Revolution Is Now," she explores as you can

create an environment of inclusion where all employees are accountable for their behaviors, and able to work together to accomplish the organizational goals.

recognize that civil diversity impedes systemic processes of change to occur. So diversity is viewed as an initiative or a program with no sustainability at the organizational level.

ensure employees willingly practice inclusion regardless of personal beliefs.

While there is still racism, prejudice, sexism, and other exclusionist attitudes among people in the workplace, organizational leaders have the power and responsibility to mandate a climate of inclusion. Supporting diversity and inclusion is also a prerequisite for capitalizing on the ideas that diverse people can bring to your organization.

Most diversity practices used by organizations do not actually promote inclusion, and exclusion continues to exist. There's a better way to achieve inclusion, and it starts with "the Inclusion Revolution is Now."

Addressing the urgency of radical decarbonization as a mitigative response to climate risk, this book explores how business can respond to the challenges of climate risk, through various transformational processes. Those processes involve cognitive transformations, organizational changes, climate risk integration into risk management practices, shifts in corporate reporting and disclosure as well as futuristic scenario-based planning beyond normal business planning cycles. Though much has already been written on corporate sustainability efforts, there is a greater need now for building mitigative capacity at the firm level, in alignment with shifting policy and regulatory regimes. Theoretical and empirical work on these areas is addressed in the novel thought experiment approach of this book. A research agenda for future work is provided.

This book explores the basic traits of inter-organizational networks, examining the interplay between structure, dynamics, and performance from a governance perspective. The book assumes a novel theoretical angle based on the interpretation of networks as multiple systems, and advances the theory in the realm of network effectiveness and failure. Composed of two parts, theoretical and empirical, The Network Organization clarifies the literature on networks, offering a systematic review, and provides a new perspective on their integration with other streams of research focusing on under-studied issues such as agency, micro-dynamics, and network effectiveness. The second part proposes the analysis of the tourism destination of Venice, with a specific focus on the network between the Venice Film Festival, the hospitality system, and the local institutions. By exploring the pervasion of networks in modern social and economic life, this book will be valuable to students, researchers, practitioners and policy-makers.

This book explores the undeveloped potential of video-ethnography to study the material, embodied and sensory dimensions of workplace practices. With the growing interest in sociomateriality and the development of research on the embodied and sensory dimensions of organizational practices, some methodological challenges of this type of research need to be addressed. The main purpose of this book is to present various forms of video-ethnography that make organizational phenomena visible and help better appreciate the organizing properties of bodies, affects, senses and spaces in workplace practices. To do so, illustrative cases based on video-ethnography was discussed to understand how experiential and unspoken ways of knowing produced through a video-based approach can be made meaningful and relevant to study the material, embodied and sensory dimension of work practices. This book is addressed to researchers and students in social sciences and organizational studies and offers a methodological reflection on how to study the material, embodied, and sensory dimensions of organizational life.

'This book is an excellent collection of practical and useful cases in cross-cultural management, with some that are very different from what we would call ''traditional'' cases in cross-cultural management. They are excellent teaching material with an introduction and a conclusion that show students and practitioners how meanings are negotiated in diverse and complex cross-cultural situations.' - Marie-Therese Claes, Louvain School of Management, Belgium 'A fascinating book for both the diversity of cultures that are touched upon (from Asia and Africa to Europe and America) and the cultural analyses that are made of various management situations resulting from the transfer of management techniques across countries or the encountering of those embedded in different cultures.' - Philippe d'Iribarne, CNRS, France 'A group of multidisciplinary authors from various countries and cultures bring rich experience to this volume. The focus on real-life situations offers a fresh perspective on culture in organizations and management through in-depth case studies including both academic and pedagogical sides. It addresses multi-level cross-cultural issues of international strategic importance for globalizing workplaces. This insightful book is excellent reading for practitioners as well as scholars and students interested in applications in the field of cross-cultural management.' - Cordula Barzantny, Toulouse Business School, France 'This volume offers an insightful introduction to qualitative field research aiming to understand the dynamics in intercultural business interactions. Based on the findings provided in ten rich cases from Asia, Europe, North Africa, USA and Latin America, the editors also propose strategies for more effective collaboration in challenging multiple-cultures contexts. The authors and editors have succeeded in transforming the field studies into cases that are stimulating and thought provoking readings, both for practitioners and students of cross-cultural management.' - Anne-Marie Soderberg, Copenhagen Business School, Denmark The cases draw on field research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for effective intercultural interactions as well as offering illustrations and insights on how to handle actual cross-cultural issues. This enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer. Based on empirical fieldwork and qualitative analyses, this path-breaking book will appeal to graduate and postgraduate students in international management as well as practitioners. Contributors: G. Azevedo, C.I. Barmeyer, S. Chevrier, L. Clausen, E. Davoine, G. Hollinshead, J. Lemmergaard, J. Mahadevan, S. Michailova, S.L. Muhr, H. Primecz, I. Rittenhofer, L. Romani, S.A. Sackmann, S. Tukiainen, H. Yousfi

This volume offers a collection of studies on problem of organization's efficiency, criteria for evaluating the efficiency, tools and methods for measuring the efficiency. The articles included present an interdisciplinary look at efficiency, its essence and the principles of its measurement. The contributions also identify a broad spectrum of conditions for achieving efficiency in various types of organizations and systems (e.g. public institution, non-profit organizations), representing various industries. The book collects selected papers presented at the 7th International Conference "Efficiency as a Source of the Wealth of Nations", held in Wroclaw, Poland, in May 2017.

In this book, Jacob Dahl Rendtorff investigates moral blindness in business and public administration based on Hannah Arendt's concept of banality of evil in her famous report on the Nazi-criminal Adolf Eichmann trail in Jerusalem in 1961. Moral blindness and evil in management is instrumental wrongdoing inflicted upon human beings as a violation of their dignity and humanity. Organizational evil in business, bureaucracies and public administration is analysed with focus on obedience to authority and systemic role conformity of managers and administrators. This includes the critical question about how concepts of banality of evil and moral blindness can explain ethical insensibility and lack of moral understanding in business and administration. Rendtorff proposes a humanistic vision of management and ethical leadership. Moral thinking, responsibility and moral judgment is essential in management and governance in business and administration. This book is a must-read for academics and practitioners studying and working in philosophy of management, business ethics, political philosophy, administration ethics and corporate social responsibility.

A volume in Research in Management (Sponsored by the Southern Management Association) Series Editors Linda L. Neider and Chester A. Schriesheim, University of Miami Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern. Thus, Volume 8 of Research in Management is devoted to exploring what has been called "The Dark Side" of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership. Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of "dark side" behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

This book provides a multi-stakeholder perspective on sustainable HRM for the policymakers, managers and academics, addressing issues, approaches, research studies/frameworks and emerging patterns relating to the subject. It discusses various aspects of sustainability, such as making HR more responsible for ensuring sustainability focusing on the triple bottom line, characteristics of sustainable HRM, psychological contracts, emotional intelligence, and psychological capital. The book also explores organizational citizenship behavior, employment relations, employee engagement, sustainable leadership, disruptive HR practices, sustaining employee motivation, educational sustainability, sustainable career management, sustainable environment, employer and employee branding, sustainable organizations, organization culture, training for sustainability, sustainable employee performance, business sustainability and sustainable employability. It provides an update on the concept, processes, issues and emerging paradigms from multidimensional and cross-country perspectives to showcase sustainable HR practices, and appeals to the academics, practitioners and policymakers in the area of HRM.

Among the most significant features of Sims and Dennehy's book are a focus beyond valuing and managing cultural diversity, and a demonstration of the interdependency that exists between a number of important individual differences (i.e., alienation, receptivity, style, power). They discuss some personal yet theoretical insights on answers and questions that are important in increasing our recognition, understanding, and appreciation of diversity and differences in general. In eleven original essays contributors examine a wide assortment of behaviors, issues, and individual differences while offering their reflections on answers and future questions that are key to leveraging diversity and difference in organizations.

Recent literature has emphasized the projected changes in organizational demographics and the fact that globalization also is changing the face of organizational landscapes. Taken together these trends are serving to increase the need to understand and appreciate cultural diversity in virtually all organizations. Many books already exist that attempt to address this topic. Each one attempts to provide a guide to dealing with a variety of racial, ethnic, or cultural backgrounds. The intent of Sims and Dennehy's book is to go beyond offering ideas or to serve simply as a guide to improve the management of diversity. Thus, a major goal of this book is to have its readers reflect on their personal diversity and difference experiences and to create a forum for answers and questions on the value of diversity and differences for all. The main thread that ties everything together in this book is the strategy of creating value through repeated emphasis on our need to look beyond valuing and managing diversity to the interdependency of a variety of individual variables that shape our lives.

The book begins by offering a bridge-building model as a tool that colleges and universities can use to decrease the alienation experienced by minority students on predominantly white campuses and to increase the social consciousness of all institutional constituents. The next chapter suggests that diversity is essential to learning, and good conversation is a powerful way to learn from diversity. The book then introduces a model that seeks to place the issue of diversity management as one part of an overall development change process. The notion that the success of some organizations in enhancing diversity is dependent upon the vision and strength of management is emphasized in the next chapter, which, by taking a different perspective, presents the argument that current corporate infrastructures do not promote diversity. Unless a company builds new internal support systems that encourage diversity of thought and action, employees hired to make the company more diverse will merely be homogenized into the prevailing culture. In the following chapter the role of training in U.S. organizations is discussed as a major component in increasing the recognition, understanding, and appreciation of diversity and difference. The concept of difference-based approach to advocacy and its relation to issues of gender are introduced as cornerstones of creating work environments that are supportive of employees' needs to balance work and family. The next chapter provides data for analysis of the expatriate's learning experience and applies the learning from expatriate experiences to those issues faced by minorities in a domestic setting. A need to create new intellectual diversity that focuses on foreign language skills applicable to the needs of economic, scientific, and technological markets is emphasized in the next chapter. Next, a comparison is made of the decision-making processes and practices of Japanese and American managers at a Japanese company in the United States. The author's pioneering findings can be generalized to understand decision-making in different cultures and organizations. The role of diversity educator is then discussed and the author persuasively argues that active learner participation, self-disclosure, and a trusting supportive environment are prerequisites to understanding and appreciating diversity. The book concludes with a review of the important points discussed by the contributors to this book, offers questions in need of answers, and identifies future issues on diversity and differences.

This book provides a conceptual 'Flexibility in Resource Management' framework supported by research/case applications in various related areas. It links and integrates the flexibility aspect with resource management to offer a fresh perspective, since flexibility in different levels of resource management is emerging as a key concern -- a business enterprise needs to have reactive flexibility (as adaptiveness and responsiveness) to cope with the changing and uncertain business environment. It may also endeavor to intentionally create flexibility by way of leadership change, re-engineering, innovation in products and processes, use of information and communication technology, and so on. The selected papers discussing a variety of issues concerning flexibility in resource management, are organized into following four parts: flexibility and innovation; flexibility in organizational management; operations and technology management; and financial and risk management. In addition to addressing the organizational needs of corporate bodies spread across the globe, the book serves as a useful reference resource for a variety of audiences including management students, researchers, business managers, consultants and professional institutes.

This volume is focused on the emerging concept of Collaborative Innovation Networks (COINs). COINs are at the core of collaborative knowledge networks, distributed communities taking advantage of the wide connectivity and the support of communication technologies, spanning beyond the organizational perimeter of companies on a global scale. It includes the refereed conference papers from the 6th International Conference on COINs, June 8-11, 2016, in Rome, Italy. It includes papers for both application areas of COINs, (1) optimizing organizational creativity and performance, and (2) discovering and predicting new trends by identifying COINs on the Web through online social media analysis. Papers at COINs16 combine a wide range of interdisciplinary fields such as social network analysis, group dynamics, design and visualization, information systems and the psychology and sociality of collaboration, and intercultural analysis through the lens of online social media. They will cover most recent advances in areas from leadership and collaboration, trend prediction and data mining, to social competence and Internet communication.

Instances of wrongdoing in and by organizations have featured heavily in news headlines in recent years. Why do organizational participants - employees, managers, senior officials - engage in illegal, unethical, and socially irresponsible behavior? The dominant view of wrongdoing as an abnormal phenomenon assumes that the perpetrator is a rational, proactive actor, working in isolation. However, Palmer develops an alternative approach in this book examining wrongdoing as a normal occurrence, produced by actors with no positive inclinations to engage in this practice, but whose behaviour is shaped by the immediate social context over a period of time. The book provides a comprehensive critical review of the theory and research on organizational wrongdoing. By using rich case study material, it illuminates different perspectives, potential explanations, policy implications, and suggestions for the way forward for the improvement of organizational efficiency and effectiveness.

This book contributes a basic framework for and specific insights into interdisciplinary connections between production, logistics, and traffic subsystems. The book is divided into two parts, the first of which presents an overview of interdisciplinarity in value-added networks and freight traffic. This includes an introduction to the topic and a description of an integrated framework of production, logistics, and traffic. Furthermore, it describes the barriers and challenges of interdisciplinary decision-making and project management. In turn, the second part presents domain-specific perspectives on interdisciplinary decision support, exploring domain-specific challenges of interdisciplinary interfaces and requirements for management methods and instruments from the standpoint of production management, logistics management, traffic management, and information technologies.

This work examines the rise of postmodernism in management scholarship and argues that the prevalence of postmodernist thought reflects a lack of understanding by management researchers of the core principles upon which Western business endeavour is based. The author highlights postmodernism's methodological and conceptual failings, such as disbelief in material progress and economic advancement, and its denial of generalizable laws to direct management research. In its place, the author proposes a return to traditional modernist principles in management research, based on scientific evidence. This ground breaking, timely work will spark debate and challenge previously accepted claims of postmodernism, a nice retort to the anti-business/anti-capitalist literature now prevalent in academia.

Good management skills alone won't get executives and their organizations far enough. What is also needed is the seemingly indefinable, evanescent, quirky, and paradoxical quality called leadership. Leadership lies in the emotional side of management. It pumps life into organizations and gives meaning to management structures. Leadership is symbolic, charismatic, inspirational--no matter how it is defined, Barach and Eckhardt prove that it can be DEGREESIlearned DEGREESR. Their book is thus a solidly researched, readable assessment of what leadership actually is, its various dimensions, its place among other necessary executive skills, and how it can be nurtured and propagated. With examples from the worlds of business, politics, sports, and the military and buttressed by sound academic studies, Barach and Eckhardt succeed in making the concept of leadership come alive and--of greatest value to organizations and their people--useful.

Barach and Eckhardt start by describing the emotional side of management, the paradoxical nature of leadership, and how it fits into the full set of executive responsibilities and skills. They go on to break leadership down into its 20 components. In chapters devoted to each component, they provide readers with well-documented descriptions of leadership's characteristics: desire, decisiveness, vision, integrity, anchoring, following, kinship, caring, inspiring, listening, telling, mentoring. They reassemble the parts and show how leadership works in Washington, D.C. Closing with a detailed discussion of the 6 most important leadership issues that Barach has identified in his decade-long study of the topic, the authors offer readers an opportunity to discover issues familiar to them personally, how to analyze them, and make use of the results.

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so.

The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle).

This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.

The focus of this volume is on the role of emotions in organizational governance, which involves the complete gamut of organizational processes and procedures, including the means whereby organizations are controlled and directed. Traditionally organizational governance has been viewed as a largely procedural phenomenon, and therefore immune from the vagaries of human emotion. Nothing could be further from the truth. Organizations are structures built on human capital. As such, their governance is subject to all the vicissitudes and frailties that humans are capable of, including employee mistreatment and harm.