Silicon Valley expert and General Counsel of Airbnb, Robert Chesnut shows that companies that do not think seriously about a crucial element of corporate culture – integrity – are destined to fail.

Defining integrity is difficult. Once understood as ‘telling the truth and keeping your word,’ it was about following not just the letter but the spirit of the law. However, at a time when workplaces are becoming more diverse, global, and connected, silence about integrity creates ambiguities about right and wrong that make everyone uncertain, opening the door for the minority of people to rationalize selfish behaviour. Meanwhile, trust in most traditional institutions is at an all-time low and there’s a dark cloud hovering over technology. And this is precisely where companies come in; as peoples’ faith in establishments deteriorates, they’re turning to their employer for stability.

In Intentional Integrity, Chesnut offers a six-step process for leaders to foster and manage a culture of integrity at work. He explains the rationale and legal context for the ethics and practices, and presents scenarios to illuminate the nuances of thinking deeply and objectively about workplace culture.

We will always need governments to manage defence, infrastructure, and basic societal functions. But, Chesnut argues, the private sector has the responsibility to use sensitivity and flexibility to make broader progress – if they act with integrity.

Across the social sciences, scholars are increasingly showing how people 'work' to construct organizational life, including the rules and routines that shape and enable organizational activity, the identities of people who occupy organizations, and the societal norms and assumptions that provide the context for organizational action. The idea of work emphasizes the ways in which people and groups engage in purposeful, reflexive efforts rooted in an awareness of organizational life as constructed in human interaction and changeable through human effort. Studies of these efforts have identified new forms of work including emotion work, identity work, boundary work, strategy work, institutional work, and a host of others. Missing in these conversations, however, is a recognition that these forms of work are all part of a broader phenomenon driven by historical shifts that began with modernity and dramatically accelerated through the twentieth century. This book introduces the social-symbolic work perspective, which addresses this broader phenomenon. The social-symbolic work perspective integrates diverse streams of research to examine how people purposefully and reflexively work to construct organizational life, including the identities, technologies, boundaries, and strategies that constitute their organizations. In this book, the authors define social-symbolic work and introduce three forms - self work, organization work, and institutional work. Social-symbolic work highlights people's efforts to construct the social world, and focuses attention on the motivations, practices, resources, and effects of those efforts. This book explores eight distinct streams of social-symbolic work research, drawing on a broad range of examples from the worlds of business, politics, sports, social movements, and many others. It provides researchers, students, and practitioners with an integrative theoretical framework useful in understanding social-symbolic work, a survey of the main forms of social-symbolic work, a rich set of theoretical opportunities to inspire new studies, and practical methodological guidance for empirical research on social-symbolic work.

Employee engagement, accountability, and true commitment--not management's well-thought-out initiatives--are the real key to achieving results. In The Power of Strategic Commitment readers learn how to improve strategic processes by enlisting the support of managers, employees, boards, suppliers, investors, and others to promote company-wide ownership. The book outlines the key factors that determine commitment and reveals how readers can continuously measure buy-in, involve everyone in creating their own piece of a larger organizational future, tailor commitment strategies for individual employees, keep everyone on the road to achieving stated goals, hire fully-engaged talent, and create a commitment-inspiring rewards system.Most managers and executives don't have a clear system for ensuring the support they need from those around them. But creating and sustaining the kind of buy-in that drives results starts with you. The Power of Strategic Commitment provides practical methods for getting everyone to not only accept and support, but actually embrace organizational initiatives and promote long-term success.

"Teams have evolved into an important structure in business today--and are now needed more than ever. An insightful collection of activities, "Team Workout" provides facilitators, trainers, leaders, and managers with a wide variety of tools to increase team effectiveness and upgrade skills and knowledge within today's challenging organizational environment. The book focuses on such current team issues as virtual teams, trust-building, customer satisfaction, recognition, and respect. Trainers will learn the key ideas that underlie all of the activities in this manual, including: * Each team has a common purpose, mission, or goal * Members are interdependent; they need each other to achieve their purpose * Agreement that working together effectively will help to reach their goal. This collection will help team leaders, team-building specialists, trainers, and others interested in creating collaborative, harmonious and effective work teams."

"Breakthrough innovation is a prerequisite for success in almost any organization, yet the actual management of innovation has only recently begun to receive the attention it deserves. Here, innovation thought leader Elaine Dundon offers a ""how-to"" prescription for building creative and strategic innovation skills at all levels of an organization (rather than focusing on decision-making levels only) -- and explains how to produce measurable results that translate directly to the bottom line.

Using field-tested concepts and practical examples, and featuring easy-to-apply processes and concrete thinking tools, this straight-talking book provides a broadly applicable guide to innovation -- one that's not limited to a specific industry sector. Today's most comprehensive, one-stop innovation resource, it describes:

* The three necessary components of innovation -- creative, strategic, and transformational thinking

* Methods for applying innovative thought to existing products, processes, and business models

* 90 great innovations and 90 trends to consider"

Are you over 50 and facing a crossroads in life? Feel you're too old to change or don't have time to start over? Think again. In this down-to-earth book, Cindy Galvin explains why it's never too late to launch your next career. With cheeky wit, Cindy takes you on a journey with clients who transformed their lives by developing careers filled with purpose. She explains why it's never been a better time to create the life you want. Cindy's book is a toolbox you can dip into for help with: * Leveraging decades of experience, skills and wisdom * Building a `success network' * Recognising the control and influence you have

"No more ""checking for feet."" This illuminating guide gets people to tell the truth at the meeting--not in the bathroom afterwards.

Almost everybody does it--lie, that is. In one recent survey 93% of people admitted to lying regularly at work Why? Because it's safer than telling the truth.

Sadly, organizations cannot succeed in this poisonous world of half-truths, strategic omissions, and doctored information. To function optimally, businesses must create an environment where people feel free to tell the truth, no matter how disturbing. Only then can organizations unleash the responsiveness, creativity, and enthusiasm necessary to achieve their goals.

This unique book shows how, using the formal process of ""dialogue,"" such a place can be built. In a lively discussion, the author shows managers how to use this technique to encourage truth-telling by reducing fear, prompting self-examination, and opening minds * build trust where suspicion and cynicism held sway * inspire individuals to think and learn as a group * help groups talk through tough issues and move to collaborative action."

Whether you call it "harvesting intangible assets" or "intellectual property management," organizations must make the most of everything they have to remain competitive and experience continual growth. In this thought-provoking book, author Andrew J. Sherman shares insights and expertise gleaned from his work with some of the world's leading companies who have capitalized on intellectual assets such as patents, trademarks, customer information, software codes, databases, business models, home-grown processes, and employee expertise. Featuring instructive examples from organizations including Proctor & Gamble, IBM, and Google, Harvesting Intangible Assets reveals how companies large or small can uncover their intellectual property rights that are hiding just below the strategic surface. You'll learn how to implement IP-driven growth and licensing strategies, foster a culture of innovation, turn research and development into revenue, and maximize your company's profits. Smart companies reap what they sow. This book gives readers the tools they need for a profitable harvest.

Today, a large proportion of the world's states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, they have to generate consent in the workplace in order to ensure social stability and prevent the escalation of conflicts. But how do companies generate consent given that employee voice and interest representation may be limited or entirely absent? Based on a review of research literature from sociology, organizational psychology, and behavioural economics, this book develops a theory of consent generation and distinguishes three groups of consent-producing mechanisms: socialization, incentive mechanisms, and participation and interest representation. It presents an empirical analysis of how these mechanisms work in Russian and Chinese automotive factories and shows how socio-cultural factors and labour regulation explain the differences between both countries regarding consent and control in the workplace. The book contributes to two research debates. First, it examines the generation of consent in the workplace-a core topic of the sociology of work and organization. Its particular focus is on consent generation in authoritarian societies. Secondly, the book contributes to the debate about the reasons for the completely different trajectories of post-communist Russia and China. The book provides an empirical analysis that explains the different work behaviours of employees in both countries and links the micro-level of the workplace and the macro-level of institutions and organizational cultures.

Grounded in research, DRIVERS provides an accessible and practical guide for leaders to understand and apply the science of intrinsic motivation and trust at work. The DRIVERS are the true performance currency.

From the founder of the worldwide 30% Club campaign comes a career book for women in a transforming world who don't just want to lean in, but instead, shatter the paradigm as we know it. 'I absolutely love her, I think she's such a force for good' Pandora Sykes, The High Low In A Good Time to be a Girl, Helena Morrissey sets out how we might achieve the next big breakthrough towards a truly inclusive modern society. Drawing on her experience as a City CEO, mother of nine, and founder of the influential 30% Club which campaigns for gender-balanced UK company boards, her manifesto for new ways of working, living, loving and raising families is for everyone, not just women. Making a powerful case for diversity and difference in any workplace, she shows how, together, we can develop smarter thinking and broader definitions of success. Gender balance, in her view, is an essential driver of economic prosperity and part of the solution to the many problems we face today. Her approach is not aimed merely at training a few more women in working practices that have outlived their usefulness. Instead, this book sets out a way to reinvent the game - not at the expense of men but in ways that are right and relevant for a digital age. It is a powerful guide to success for us all.

Corporate Social Performance In The Age Of Irresponsibility - Cross National Perspective is authored by a range of international experts with a diversity of backgrounds and perspectives and provides a collection of ideas, examples and solutions on CSP implementation in the time of irresponsibility. Although Corporate Social Performance (CSP) has become important part of the management agenda of many enterprises and many companies adding socially responsible statements to their websites and mission statements some firms behave irresponsibly while at the same time acting positively on some dimensions- "corporate social irresponsibility (CSI) and responsibility can exist at the same time in the same firm." (Gonzalez-Perez, 2011). This volume is aimed at presenting Corporate Social Performance concept from distinct cultural perspectives with the reference to responsible and irresponsible practices of various entities from different parts of the world.

For too long our lives have been dominated by the 'under one roof' Industrial Revolution model of work. That era is now over. As remote working is becoming increasingly more flexible, there is no longer a reason for the daily roll call, of the need to be seen with your butt on your seat in the office. The technology and necessity to work remotely and to avoid the daily grind of commuting and meetings has finally come of age. Bestselling authors Jason Fried and David Heinemeier Hansson are the masters of making it work at tech company 37signals. Remote: Office Not Required combines eye-opening ideas with entertaining narrative. With its almost prescient content, the book will convince you that working remotely increases productivity and innovation, and it will also teach you how to get it right - whether you are a manager, working solo or one of a team. Chapters include: 'Talent isn't bound by the hubs', 'It's the technology, stupid', 'When to type, when to talk', 'Stop managing the chairs' and 'The virtual water cooler'. Brilliantly simple and refreshingly illuminating this is a call to action to end the tyranny of being shackled to the office.

Optimal development of contemporary businesses is dependent on a number of factors. By creating novel frameworks for organizational behavior, effective competitive advantage can be achieved. The Handbook of Research on Organizational Culture and Diversity in the Modern Workforce is a comprehensive reference source for the latest scholarly content on components and impacts on effecting culturally diverse workplace environments. Highlighting a range of pertinent topics such as emotional intelligence, human resources, and work-life balance, this publication is ideally designed for managers, professionals, researchers, students, and academics interested in emerging perspectives on organizational development.

Identity matters. Who we are in terms of our intersecting identities such as gender, race, social class, (dis)ability, geography, and religion are integral to who we are and how we navigate work and life. Unfortunately, many people have yet to grasp this understanding and, as a result, so many of our work spaces lack appropriate responses to what this means. Therefore, Identity Intersectionalities, Mentoring, and Work?life (Im) balance: Educators (Re)negotiate the Personal, Professional, and Political, the most recent installment of the work?life balance series, uses an intersectional perspective to critically examine the concept of work?life balance. In an effort to build on the first book in the series, that focused on professors in educational leadership preparation programs, the authors here represent educators across the P?20 pipeline (primary and secondary schools in addition to higher education). This book is also unique in that it includes the voices of practitioners, students, and academics from a variety of related disciplines within the education profession, enabling the editors to include a diverse group of educators whose many voices speak to work?life balance in unique and very personal ways. Contributing authors challenge whether the concept of work?life balance might be conceived as a privileged -and even an impractical?endeavor. Yet, the bottom line is, conceptions of work?life balance are exceptionally complex and vary widely depending on one's many roles and intersecting identities. Moreover, this book considers how mentoring is important to negotiating the politics that come with balancing work and life; especially, if those intersecting identities are frequently associated with unsolicited stereotypes that impede upon one's academic, professional and personal pursuits in life. Finally, the editors argue that the power to authentically "be ourselves" is not only important to individual success, but also beneficial to fostering an institutional culture and climate that is truly supportive of and responsive to diversity, equity, and justice. Taken together, the voices in this book are a clarion call for P?12 and higher education professionals and organizations to envision how identity intersectionalities might become an every?day understanding, a normalized appreciation, and a customary commitment that translates into policy and practice.

From Chinese factories making cheap toys for export, to sweatshops in Bangladesh where name-brand garments are sewn - studies on the impact of globalization on workers have tended to focus on the worst jobs and the worst conditions. But in When Good Jobs Go Bad, Jeffrey Rothstein looks at the impact of globalization on a major industry - the North American auto industry - to reveal that globalization has had a deleterious effect on even the most valued of blue-collar jobs. Rothstein argues that the consolidation of the Mexican and U.S.-Canadian auto industries, the expanding number of foreign automakers in North America, and the spread of lean production have all undermined organized labor and harmed workers. Focusing on three General Motors plants assembling SUVs - an older plant in Janesville, Wisconsin; a newer and more viable plant in Arlington, Texas; and a ""greenfield site"" (a brand-new, state-of-the-art facility) in Silao, Mexico - When Good Jobs Go Bad shows how global competition has made nonstop, monotonous, standardized routines crucial for the survival of a plant, and it explains why workers and their local unions struggle to resist. For instance, in the United States, General Motors forced workers to accept intensified labor by threatening to close plants, which led local unions to adopt ""keep the plant open"" as their main goal. At its new factory in Silao, GM had hand-picked the union - one opposed to strikes and committed to labor-management cooperation - before it hired the first worker. Rothstein's engaging comparative analysis, which incorporates the viewpoints of workers, union officials, and management, sheds new light on labor's loss of bargaining power in recent decades, and highlights the negative impact of globalization on all jobs, both good and bad, from the sweatshop to the assembly line.

In the last decades diversity and its management has become a feature of modern and postmodern organizations. Different practices have spread around the globe focusing on the organizing and management of inclusion and exclusion of persons and identities based on different genders, sexual orientations, racial and ethnic backgrounds, ages, and (dis)abilities as well as religious beliefs. However, although increasingly recognized as important, the discourses of diversity are multifaceted and not without controversy. Furthermore, diversity management practices have the potential to reproduce both inclusion and exclusion. The book presents the foundations of organizing and managing diversities, offers multidisciplinary, intersectional and critical analyses on key issues, and opens up fresh perspectives in order to advance the diversity debate. It also inspires new debates on diversity by encouraging scholars to broaden their research agendas and assists students and scholars to increase their understanding of the field and its current discussions. The contributors are a team of leading diversity scholars from all over the world.

The Research in Careers series is designed in five volumes to provide scholars a unique forum to examine careers issues in today's changing, global workplace. What makes this series unique is that the volumes are connected by the use of Mainiero and Sullivan's (2006) Kaleidoscope Career Model (KCM) as the organizing framework and the theme underlying the volumes. In this volume, Striving for Balance, we consider how individuals seek a healthy alignment between work and nonwork. In addition to building upon the established literature on work/family conflict, the chapters in this volume also examine the reciprocal positive influences between work and nonwork, considering such issues as balancing work with commitments to others, including spouse/partner, children, elderly relatives, friends, and the community. Chapters 1 and 2 of this volume focus on macro?issues surrounding work/nonwork balance, specifically studying the effectiveness of organizational policies. In Chapter 1, Westring, Kossek, Pichler and Ryan explore if there is a gap between an organization's adoption of work/nonwork policies and its offering of a supportive environment for the employees' use of such policies. In Chapter 2, Purohit, Simmers, Sullivan and Baugh draw from social exchange theory and the compensation literature to examine how employees' satisfaction with their organization's discretionary (i.e., not legally required) support initiatives influences their work?related attitudes and personal well?being. Chapters 3 and 4 examine balance from a micro perspective, focusing on generational differences in balance as well as how individuals' reactions to work?nonwork conflicts influence career outcomes. In Chapter 3, Stawiski, Gentry and Baranik study balance using the lens of generational differences, exploring the relationship between work?life balance and promotability for members of the Baby Boom generation and Gen X. In Chapter 4, Boyd, Keeney, Sinha and Ryan discuss their qualitative analysis of how 1,359 university alumni's reactions to work?life conflict events shaped their career choices, including entry, participation, and attrition decisions. Their approach offers a different lens to examine work?life conflict. Chapters 5 and 6 provide two perspectives on where scholars should focus their future research efforts in studying work/nonwork balance. In Chapter 5, van Emmerik, Bakker, Westman and Peeters provide a conceptual examination of the processes that affect work?family conflict, family?work conflict, and the overall resulting work/nonwork balance or imbalance. In Chapter 6, Bataille offers a multi?dimensional definition of work?family balance and develops a framework, which recognizes the dominant dimensions of work-family balance.

More than two hundred CEOs reveal their candid insights on how to build and foster a corporate culture that encourages innovation and drives results

In "Quick and Nimble," Adam Bryant draws on interviews with more than two hundred CEOs to offer business leaders the wisdom and guidance to move an organization faster, to be quick and nimble, and to rekindle the whatever-it-takes collective spark of a start-up, all with the goal of innovating and thriving in a relentlessly challenging global economy. By analyzing the lessons that these leaders have shared in his regular "Corner Office" feature in "The New York Times," Bryant has identified the biggest drivers of corporate culture, bringing them to life with real-world examples that reflect this hard-earned wisdom.

These men and women--whose ranks include Jeff Weiner of LinkedIn, Tony Hsieh of Zappos, Angie Hicks of Angie's List, Steve Case of Revolution (and formerly AOL), and Amy Gutmann of the University of Pennsylvania--offer useful insights and strategies for creating a corporate culture of innovation and building a high-performing organization that unleashes the passion and energy of its employees.

As the world shifts to more of a knowledge economy, the winners will be companies that can attract and retain the best and brightest employees by creating an environment where they can grow, contribute, and feel rewarded. Through the wisdom of these leading chief executives, "Quick and Nimble" offers a keen understanding of the forces that shape corporate culture and a clear road map to bring success and energy to any organization.