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There is growing concern in the more affluent, developed countries about the possible relationship between the environment created in energy‐efficient, high‐tech, air‐conditioned buildings, and the health problems of occupants. Over the past decade there has been a considerable increase in interest shown in the indoor air quality of offices, due in the main to improvements in measuring indoor air contaminants, a greater understanding of the health effects and the fact that 80 to 90 per cent of people now spend their time indoors. There is also a greater public awareness of the need for an adequate working environment. It is significant that the increased involvement of unions in white collar areas of work has generated considerable debate on the subject of hazards in the office environment which coincides with the national and international concern now materialising.

Brewing has experienced a considerable revival in recent years with the number of brewers in the UK being at its highest level since the 1930s (Cask Report, 2018). After decades of mergers and takeovers saw the emergence of a small number of global brewing conglomerates, many of the recently established breweries have spearheaded what has been referred to as a ‘craft beer revolution’. Typically, producing small batches of artisan brews and with small workforces, the output of craft brewers accounts for approximately 2.5% of all beer sales in the UK, but is the fastest growing sector of the drinks market. The growth of the industry mirrors that seen by artisan food producers and has led some to suggest an emerging preference for rejecting mass produced food and drink products.

Despite recognition of the craft beer industry’s emergence, growth and cultural significance, almost nothing is known about the individuals who started these new breweries, nor what their motivations for doing so were. Drawing upon 30 in-depth, semi-structured interviews with owner-brewers of craft breweries from across Scotland, this chapter presents findings examining owners’ backgrounds and motivations for starting their brewery. The findings show a range of motivations and expectations amongst the group of owners and provide a useful basis for making practical recommendations of how other aspiring craft beer ‘entrepreneurs’ can be best supported by the industry.

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

In order to respond to the many challenges that confront them, organizations must assist their leaders to develop their personal and professional strengths. The development of leaders and leadership involves more than just the development of knowledge and must become an integral part of the organizational culture so as to also develop know-how and soft skills. Accordingly, programs have been created that are based on collaborative learning and the contextualization of the various issues demanding resolution, all with a view to developing leadership capable of surpassing the limitations of current management methods. To demonstrate how these programs can influence leadership, this article proposes a theoretical review of leadership, viewed as an ongoing process and then presents three proven development programs: coaching, mentoring and action learning.

Accounting programs and tax course offerings have been evolving in recent years, and one concern is the coverage of international tax topics. Although international tax is of prime importance to multinational corporations and Congress, little research has addressed the extent to which accounting programs cover international tax topics and whether demand for such coverage exists. This chapter presents the results of surveys about how students desiring a career in international tax services (ITS) can obtain international tax knowledge and what topical areas are most important. Many graduate accounting and taxation programs offer stand-alone international tax courses. Recruiters and professors characterize foreign tax credits, transfer pricing and treaties as the most important areas to emphasize in these courses. Though not essential to a career in ITS, taking an international tax course while in school exposes the student to this career opportunity, and a significant percentage of new hires come from programs offering such a course. Our results provide accounting educators with information to evaluate their coverage of international tax topics, and to make changes if needed.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Gender remains a politically charged and powerful ideological social identity dimension that categorically essentializes and reproduces opportunities and limitations in organizations. Addressed in Chapter 6 are assumptions about gender and ways that gender classifications and gender roles form and spill forth into both work and home life for an overlap of public and private spheres that disadvantage women and privilege men. Furthermore, femininity and masculinity constructs strengthen the power system that undergirds them, reinforces their meanings, and perpetuates behaviors, changing over time, across and within cultures, and over the life course.

In organizations, the glass ceiling metaphor has become a popular representation of inequality in the workplace for women, people of color and sexual minorities; a phenomenon expanded in recent years to include glass walls and glass cliffs to describe advancement barriers. Gender-neutral mindsets and blame-the-victim strategies found in organizations are examined, as well as the breadwinner role and intersectionalities of gender with social identity dimensions of age, ethnicity, and social class. Chapter 6 is divided into these subthemes: gender, roles, femininity, and masculinity; power and gender inequality at work, and effects on women; gender, parenting, and the second shift; the breadwinner role, hegemonic masculinity, and masculinity in crisis; gendered occupations and feminization of career fields; intersectionalities of gender with age, ethnicity, and social class; and shattering schemas with androgyny and transgenderism.

The purpose of this paper is to examine employees’ experiences of institutional betrayal after a campus sexual assault.

University employees completed online measures evaluating various attitudes toward the university.

The majority of participants reported institutional betrayal in the university’s response to the case. Employees who reported institutional betrayal indicated significantly lower attachment to the university than employees who reported no institutional betrayal. Institutional betrayal mediated the relationship between institutional attachment and institutional forgiveness.

Universities’ failure to respond effectively and promptly to sexual violence does not go unnoticed by employees. Institutional actions after sexual assault have the power to damage employees’ attachment to the university – employees who experienced institutional betrayal were less attached, and ultimately less forgiving of the institution. Universities’ poor prevention and response efforts impact their entire campus community and compromise community members’ ongoing relationship with the school.

College students’ active resistance to sexual violence on campus is featured prominently on the pages of major news outlets. Yet, less featured in research and media is the impact of campus sexual assault on university employees, particularly after sexual assault cases are mishandled. This study offers perspective on employees’ experiences and reactions after a prominent sexual assault case.

Shortages of personal protective equipment (PPE) across the United States at the start of the COVID-19 pandemic created entrepreneurial opportunities for sewists and makers. In the United States in March and April 2020, masks were not readily available to the general public from existing retailers and PPE for medical use was being rationed for healthcare workers. Sewists and crafters, professionals and amateurs alike, began making and selling and/or donating masks. For individuals with sewing skills and time, sewing and selling masks became a lifeline financially, personally, and socially. To understand the experiences of people who made and distributed handmade masks during the early months of the pandemic in the United States, an interdisciplinary team developed an online cross-sectional survey instrument using a qualitative-dominated approach with both open and closed questions. This chapter explores themes identified from a sample of 94 participants, predominantly female-identifying, who created an enterprise or added a product line to an existing business. The sample includes individuals who did not identify as a ‘creative entrepreneur’ prior to the pandemic but did identify as an entrepreneur after starting a mask-making venture. Informed by entrepreneurship literature, the authors observed that these nascent entrepreneurs articulated recognisable motivations for social entrepreneurship, showed signs of pre-existing entrepreneurial mindsets, and employed business models and marketing tactics of entrepreneurs, largely without any business training. Implications for the study include increased recognition of latent entrepreneurial readiness, interest of women in social entrepreneurship, and higher levels of business knowledge among women than previously recognised.