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The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee’s self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities.

A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression.

Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping.

Data were self-report. Future research should incorporate data from other sources and additional outcomes.

Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate.

Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large.

The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.

This article presents our experiences of conducting research interviews with Australian academics, in order to reflect on the politics of researcher and participant positionality. In particular, we are interested in the ways that academic networks, hierarchies and cultures, together with mobility in the higher education sector, contribute to a complex discursive terrain in which researchers and participants alike must maintain vigilance about where they ‘put their feet’ in research interviews. We consider the implications for higher education research, arguing that the positionality of researchers and participants pervades and exceeds these specialised research situations.

LIBRARIES have come impressively into the public picture in the past year or two, and seldom with more effect than when Their Majesties the King and Queen opened the new Central Reference Library at Manchester on July 17th. In a time, which is nearly the end of a great depression, that the city which probably felt the depression more than any in the Kingdom should have proceeded with the building of a vast store‐house of learning is a fact of great social significance and a happy augury for libraries as a whole. His Majesty the King has been most felicitous in providing what we may call “slogans” for libraries. It will be remembered that in connection with the opening of the National Central Library, he suggested that it was a “University which all may join and which none need ever leave” —words which should be written in imperishable letters upon that library and be printed upon its stationery for ever. As Mr. J. D. Stewart said at the annual meeting of the National Central Library, it was a slogan which every public library would like to appropriate. At Manchester, His Majesty gave us another. He said: “To our urban population open libraries are as essential to health of mind, as open spaces to health of body.” This will be at the disposal of all of us for use. It is a wonderful thing that Manchester in these times has been able to provide a building costing £450,000 embodying all that is modern and all that is attractive in the design of libraries. The architect, Mr. Vincent Harris, and the successive librarians, Mr. Jast and Mr. Nowell, are to be congratulated upon the crown of their work.

Research on organizational diversity initiatives generally focus on either numerical diversity or racial climate. Both facets of diversity are critical, however, research has rarely examined their impact simultaneously. The paper aims to discuss these issues.

In the current study, the authors use the context of higher education, to examine how variations in the composite of numerical diversity and racial climate predict psychological disparities between faculty of color (FOC) and White faculty. The authors test how institutions that engage in authentic diversity (i.e. institutions that are both numerically diverse and have a positive racial climate) compare to other diversity composites.

Using a data set of n=37,406 faculty members in US colleges/universities, this study found that racial disparities between FOC and White faculty for various psychological outcomes are smaller in authentic diversity institutions compared to institutions with low numeric diversity/ poor racial climate. Further, the data demonstrate that authentic diversity institutions have reduced psychological disparities compared to institutions with high numeric diversity/poor racial climate, but have similar disparities to institutions with low numeric/positive racial climate.

These results suggest that diversity climate may be the primary driver of mitigating psychological disparities between FOC and White faculty. However, it is necessary for institutions to authentically engage in diversity – by promoting both entities – to become more effective in reducing disparities.

The paper aims to further extend our understanding by assessing the extent to which two prominent cultural values in East Asia i.e. face saving and group orientation drive consumers’ perceptions of luxury goods across four East Asian markets.

A multi‐methods research approach was adopted consisting of: an expert panel of close to 70 participants, group discussions with five extended East Asian families, personal interviews with eight East Asian scholars, a pilot test with over 50 East Asian graduate students and a multi‐market survey of 443 consumer respondents in Beijing, Tokyo, Singapore and Hanoi.

The authors extend previous conceptual studies by empirically investigating the impact of these two cultural values on the perception of luxury among East Asian societies. Specifically the study reveals that across all four markets face saving has the strongest influence on the conspicuous and hedonistic dimensions of luxury, group orientation meanwhile is the strongest predictor of the quality, extended self and exclusivity dimensions of luxury. Collectively these two cultural values significantly influence East Asian perceptions of luxury. Overall, the findings reiterate the importance of understanding different cultural values and their influence across different East Asian societies.

The findings have important implications for managers of western luxury branded goods that are seeking to penetrate East Asian markets or seek to serve East Asian consumers. Specifically, to assist with developing suitable brand positioning, products, services, communications and pricing strategies.

This study contributes to our understanding of the subject by exploring the impact of face saving and group orientation on the perception of luxury goods across four East Asian countries. Several directions for future research are suggested.

We can by no means join in the pæan of self‐satisfaction which is sounded in the Library Association Record for January. There it is urged that three important months have passed since the Conference, and that they have been fruitful in energetic work and that the harvest is visible in the Council notes published in the same number. We have read them with sympathetic and critical care, but while we see evidence that some of the points raised at the Library Association Conference in October have been considered, we see very few results have been achieved. Questions we would ask are these:—

Many workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.

Using an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.

The authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.

The results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

This study aims to verify the influence of chief executive officer (CEO) cognitive trust and governmental support on marketing innovation. Additionally, it evaluated the influence of CEO cognitive trust on the marketing innovation of small, medium and micro enterprises (SMMEs).

The authors empirically assessed the impact of CEO cognitive trust on SMME marketing innovation. Furthermore, the authors examined the mediating effect of governmental support on this relationship. The authors then studied a sample of 1,770 SMMEs in China by applying partial least squares structural equation modeling.

The authors found that CEO cognitive trust was negatively associated with marketing innovation. Moreover, governmental support has a competitive mediating effect on this relationship. Thus, while governmental support is urgently needed to enhance the marketing innovation of SMMEs, CEO cognitive trust negatively impacts this relationship.

This study empirically establishes the importance of CEO cognitive trust and governmental support as antecedents in SMME marketing innovation. This contributes to the knowledge base of the management field, adding to important streams in the wider business literature, such as marketing studies, leadership management, strategic management and innovation. While the model is parsimonious, the relationships it highlights are robust and can be generalized to other contexts.

Managers must not only have high levels of trust and authority but must also embody these characteristics rationally. Simultaneously, managers must actively establish a trusting relationship with the government, thereby improving their company’s ability to integrate government policy information while also actively seeking governmental support. These measures are helpful in enhancing the marketing innovation capabilities of SMMEs.

SMMEs occupy an important position in all countries’ economies and their vitality directly determines the strength of the economy. Formulating reasonable marketing strategies will help enhance market competitiveness and promote the rapid development of SMMEs.

The literature on marketing innovation has paid little attention to CEO cognitive trust, while CEOs’ cognitive characteristics are an increasingly relevant antecedent in SMME marketing innovation. This study analyzed CEO cognitive trust as a possible antecedent of marketing innovation activities in SMMEs, with this influence path being evaluated. This study extends the current knowledge in this field by considering the effects of CEO cognitive trust on marketing innovation.

The purpose of this paper is to assess how employees from historically marginalized groups (men and women of color and white women) perceive Fortune’s “100 Best Companies to Work For”® (BCWF) in terms of two outcomes that are related to diversity and inclusion: fairness and camaraderie. The authors focus on fairness as a way to measure perceptions of general treatment with respect to demographic characteristics associated with bias and discrimination, and on camaraderie as a way to measure perceptions of the inclusiveness of coworker relationships.

Hierarchical linear regression models are used to analyze survey responses from 620,802 employees in 1,054 companies that applied for the BCWF list between 2006 and 2011 in the USA. The authors compare the perceptions of employees in firms that are selected for the list to those of their demographic counterparts in firms not selected for the list. The authors also compare the perceptions of employees from historically marginalized groups to those of white men within firms that make the list and examine how these differences compare to the same differences within firms that do not make the list.

The findings reveal that the perceptions of men and women of color and white women in companies that make the “best” list are more positive than their demographic counterparts in companies that do not make the list. The authors also find, however, that the perceptions of employees from historically marginalized groups are more negative than those of white men in the “best” workplaces, and these patterns are similar to those in firms that do not make the list. For perceptions of fairness, the differences between employees from historically marginalized groups and white men are smaller in companies that make the list.

The findings are based on average effect sizes across a large number of companies and employees, and the data do not provide insight into the actual organizational processes that are driving employee perceptions. In addition, the employee survey data are self-reported, and may be subject to recall and self-serving biases. Finally, the authors use measures of fairness and camaraderie that have not been rigorously tested in past research.

Managers seeking to improve experiences of fairness and camaraderie should pay particular attention to how race/ethnicity and gender influence these experiences, and how they do so intersectionally. Attending to these differences is particularly important to the extent that experiences of fairness and camaraderie are related to organizational trust, the key metric on which companies are selected for the “best” workplaces list, and a quality of organizational relationships that previous research has found to be positively related to key individual and firm-level outcomes.

The paper provides the first assessment of demographic variation in the outcomes of employees in companies selected for the BCWF. Since selection to this list is based on the presence of trust, the authors’ findings also provide potential insight into how informal organizational processes that are associated with trust, such as leadership behaviors, peer relationships, and workplace norms, are viewed and experienced by men and women of color and white women. Finally, the authors analyze outcomes relating to camaraderie, a construct that has received little attention in the literature.