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This study explores the role of both trait-like (i.e. adaptability) and situational (previous small business ownership and rurality) variables, on entrepreneurial identity (EI) through a social identity theory lens.

Path analysis was used on 376 individuals from across the United States who met various criteria and were recruited using Prolific.

Adaptability and previous small business ownership were found to be predictors of EI. Findings also highlight the moderating role of adaptability on the previous small business ownership-EI and rurality-EI links. Notably, highly adaptable individuals who have previously owned businesses tend to hold more of an EI, and those who are less adaptable and live in rural locations also tend to hold less of an EI.

Understanding the conditions under which individuals are likely to hold more of an EI may provide several benefits to organizations and individuals within society, including information that can be used to develop more fine-tuned career counseling and training, risk management strategies, and a more calculated allocation of finite resources.

Despite both personal trait-like (i.e. focus/adaptability) and situational (i.e. rurality and previous small business ownership experience) factors likely playing a crucial role in the formation of individuals' perceptions, previous work has largely ignored their interaction in the development of EI. The authors test a model encompassing trait-like (i.e. focus/adaptability) and situational (rurality, previous small business ownership experience) predictors of EI, along with their interactive effects, and illuminate a more holistic picture of EI's antecedents.

The purpose of this paper is to present an argument for the importance of organizational culture and organizational socialization as controls for business‐to‐business salespeople.

Organization theory suggests that social forms of control can be an effective influence on salesperson activities and behaviors. Based on organization theory, the paper presents a typology of social control combinations and offers propositions to guide future research.

It is suggested that different combinations of organizational culture and socialization moderate the relationship between person‐organization fit and relevant outcomes such that, under various social control environments, creativity is greater, salesperson performance is higher, and salespeople are less likely to leave the firm and will experience greater job satisfaction.

The primary limitation is that it is conceptual in nature. Despite this, arguments presented herein support that socialization activities set the stage for salespeople's attitudes, behaviors, and performance, while organizational culture can reinforce or undermine the firm's socialization efforts. This provides the necessary foundation for future empirical research applying organizational theory to salesperson control.

Salespeople remain the driving force for revenue generation for many business‐to‐business firms. Sales managers are challenged with the task of directing salespeople to meet organizational objectives. However, based on organizational theory, traditional control methods may be less effective because of the unique characteristics of the business‐to‐business sales position. The research suggests that the organizational culture and the socialization tactics used by the sales manager can be tools that sales managers can use to control and direct the activities of salespeople.

Previous research has focused predominantly on outcome‐ and behavior‐based controls for business‐to‐business salespeople and has largely overlooked the potential influence of social controls such as organizational culture and organizational socialization. This research fills that gap.

A laboratory experiment explores the perceived fairness of hiring decisions with regards to justifications that might reduce the negative reactions of job recipients. In particular, we examine the effects of no justification, and the affirmative action argument on the perceived fairness of the hiring of women and minorities. Results indicate that the hiring decision is perceived to be fairer when no justification is given than when affirmative action is used to justify the decision. The perception of decision was further moderated by proportional values with stronger effects for men than women.

Until Workforce 2000: Work and Workers for the Twenty‐First Century (Johnston & Packer, 1987), diversity in organizations was largely ignored. Cultural diversity did not appear in the management literature until the civil rights movement of the 1960s brought about an increased awareness of African‐Americans in the workforce. However, the U.S. has been culturally diverse for several hundreds of years. What took us so long to take advantage of this diversity in the workforce? This is a basic question of this manuscript. Therefore, this paper examines workforce diversity dating back to the colonization of the Americas. I will address the origins of cultural diversity and discuss the political, economical, and cultural contexts that impacted the lack of research regarding diversity’s influence on organizations. Finally, I will examine how scholars have viewed cultural diversity and discuss the current status of diversity research.

The purpose of this paper is to show how various organizational justifications for hiring decisions influence the beneficiary's perceptions of fairness. Specifically, the paper investigates the relative impacts of no justification, affirmative action justification and justifications based on attempts to improve organizational creativity.

Participants were asked to read several vignettes in which the justification for the hiring decisions was manipulated. Fairness perceptions were then assessed for each scenario. Paired‐sample t tests were used to test hypotheses.

The paper finds that perceptions of both procedural and distributive justice appeared to follow a common theme across Hispanic and African American subgroups where the hiring decision was perceived to be fairer when no justification was provided. Hiring decisions based on affirmative action and diversity programs designed to promote creativity were perceived as less fair by both African Americans and Hispanics.

The study used a sample of minority students, thereby limiting the generalizability of these findings.

The current study has practical implications in that it may help both academicians and practitioners better understand what applicants perceive regarding the fairness of affirmative action and diversity programs.

Past research has investigated the preferential selection of women and minorities, however, there has been little systematic inquiry into the possible justifications that might reduce the negative reactions of beneficiaries.

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Structural equation modeling was employed to test the theoretical model.

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.

To develop hypotheses aimed at finding ways to take full advantage of the benefits associated with selecting and hiring dissimilar employees such as creativity, productivity, and problem solving, while avoiding negative consequences such as lower job satisfaction and increased turnover.

A review of the diversity, socialization, and culture literature was conducted. In addition, this research is based on configurational theory and the idea that all the constructs interact with one another in order to affect outcomes in an organization.

The literature review and theory development support the idea that, in order to benefit from the positive outcomes related to diversity, organizations should implement individualized socialization tactics within a collectivistic organizational culture.

The hypotheses need to be empirically tested.

This research suggests that it is possible for managers to get the most out of a diverse workforce while minimizing the negative effects. One of the main issues with diversity is the increased conflict and turnover. By implementing individualistic socialization tactics within a collectivistic culture, organizations will benefit from employees' backgrounds and experiences, while promoting teamwork and a cohesive organization.

This paper fills a void in the diversity literature by suggesting that it is through socialization and culture that one can overcome the negative effects of diversity.

The purpose of this paper is to investigate the role of the National Library of Singapore in the life of Singaporeans.

The paper uses historical research. McMillan and Chavis’ theory of sense of community is adopted as the analytical framework to delineate the role of the National Library of Singapore.

The paper finds that the National Library of Singapore plays an important role in fostering a sense of community among Singaporeans. The transformation of the library to a truly public institution in 1950s effectively enlarged its boundaries. Upon joining the community of the library, local Singaporeans underwent a bidirectional process of influencing and being influenced. The library made strenuous efforts to meet the needs of Singaporeans in myriad ways, resulting in reinforcement of the sense of community among Singaporeans. A shared emotional connection in the community was engendered as a result of the frequent contact and high-quality interaction.

While being influenced by various social and cultural frameworks under which it operates, the library actively takes part in and influences the society. The study of the library in the life of the users via the lens of sense of community provides a perspective to further understand the potential and power of libraries and how libraries can positively contribute to the society at large.