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Since the development of the COVID-19 vaccinations, questions surrounding race have been prominent in the literature on vaccine uptake. Early in the vaccine rollout, public health officials were concerned with the relatively lower rates of uptake among certain racial/ethnic minority groups. We suggest that this may also be patterned by racial/ethnic residential segregation, which previous work has demonstrated to be an important factor for both health and access to health care.

In this study, we examine county-level vaccination rates, racial/ethnic composition, and residential segregation across the U.S. We compile data from several sources, including the American Community Survey (ACS) and Centers for Disease Control (CDC) measured at the county level.

We find that just looking at the associations between racial/ethnic composition and vaccination rates, both percent Black and percent White are significant and negative, meaning that higher percentages of these groups in a county are associated with lower vaccination rates, whereas the opposite is the case for percent Latino. When we factor in segregation, as measured by the index of dissimilarity, the patterns change somewhat. Dissimilarity itself was not significant in the models across all groups, but when interacted with race/ethnic composition, it moderates the association. For both percent Black and percent White, the interaction with the Black-White dissimilarity index is significant and negative, meaning that it deepens the negative association between composition and the vaccination rate.

The analysis is only limited to county-level measures of racial/ethnic composition and vaccination rates, so we are unable to see at the individual-level who is getting vaccinated.

We find that segregation moderates the association between racial/ethnic composition and vaccination rates, suggesting that local race relations in a county helps contextualize the compositional effects of race/ethnicity.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The study produced five thematic summaries – managers could prevent accidental knowledge depreciation through targeted interventions. Managers can prevent accidental knowledge loss with “purposeful interventions,” such as developing employee networks and implementing technological solutions. Managers can preserve organizational memory through control, management and maintenance of its usage and structure. Managers could help the process of intentional forgetting by developing a supportive environment. Managers could have a damaging effect on organizations if they prevented organizational change. The conclusions could be of great practical use for managers. They provide useful guidelines and strategies on how to reduce the disruptive effects of accidental forgetting and also how to plan intentional forgetting, a process known as “managed unlearning”.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Introduces the emerging evidence from the neurosciences and provides an account of how it is causing a learning and development practitioner to re-evaluate understanding of human diversity and therefore diversity management within organizations.

Defines neuroplasticity and identifies four of the key findings before moving on to consider what this suggests about human diversity.

Shows an application of this new knowledge to diversity management as a way of exploring how the concept of collective intelligence could lead to a transformation of this new knowledge into organizational development practices that meet the needs of all people.

Advances the view that if organizations can find a way to connect people, places and ideas in a way that generates a deeper appreciation of the value proposition inherent in human diversity, the business case will make itself.

Recognizes the need for a collective intelligence that has the “potential to liberate us from the social and political hierarchies that have stood in the way of mankind’s advancement”.

Claims that this new science of learning has the potential to create a revelation of personal constructs in a way that leads to a safe revolution in the way we view and appreciate each other.

Motivated by upper echelon theory, this paper aims to examine the association between gender and the cannabis industry in the USA from both policy and an organizational perspective.

This paper examines two novel data sets in two legal adult-use cannabis states. First, it examines how city council gender diversity relates to city opt-out measure decisions, barring cannabis operations and forgoing related tax revenues. Second, it examines how management gender diversity relates to organizational performance.

Results suggest that, from a policy perspective, cities with higher council gender diversity are less likely to propose an opt-out measure to city taxpayers. From an organizational perspective, results suggest that female representation at the highest level is associated with higher sales in the retail sector of the cannabis industry.

Findings are somewhat limited by data availability and may not be generalizable to all adult-use legal states. While the study recognizes the possibility of self-selection bias in the results, robust analyses is performed to limit this possibility. Finally, while the study wholly recognizes that gender is not binary, it is limited to a binary gender variable based on the gender recognition software used in this study. It is also understood that this may not accurately capture the richness of a more inclusive examination of gender.

Results from this study inform communities on the impact of city council gender diversity on policy outcomes and related tax revenue levels. Further, results inform the adult-use cannabis industry on benefits derived from executive-level gender diversity.

Evidence suggests that gender diversity has a significant impact on the adoption of legalized adult-use cannabis policy. Social benefits from legalization potentially include increased revenues from taxes, decreased spending on cannabis enforcement, decreased health costs and decreased drug-related violence. Many of these benefits substantially impact communities disproportionally burdened by former prohibition. Additionally, the results indicate that gender is associated with the level of sales within cannabis organizations, generating debate about the possibility of economic performance in the absence of historical executive gender barriers.

This paper provides an initial empirical examination of gender diversity within and around the rapidly evolving adult-use cannabis industry in the USA.

This chapter is concerned with the varied legitimizing discourses used by midwives to frame their identities in relation to their work. This sociological issue is particularly important in the context of an occupation, such as this one, that exists at the border of competing service claims. Drawing on 26 in-depth interviews, I use narrative analysis to examine the stories that midwives tell about their work. Through these women’s work narratives, I show the complex intersection of narrative, culture, institution, and biography (Chase, 1995, 2001; DeVault, 1999).

The purpose of this paper is to describe the process used to develop and test the Individual Behavioral Assessment Tool for Strategic Thinking.

The instrument was developed using literature that identifies practices in use in organizations to assess strategic thinking competency and recommendations of scholars and practitioners to define strategic thinking and suggest how it could be assessed. Processes defined in the literature to develop competency measurements, both generally and for leadership and strategic management concepts specifically, were applied. A Delphi panel of experts reviewed the initial draft of the instrument which, with their refinements, was administered to participants in an executive leadership program.

Cronbach’s α and principal component analysis indicated that the instrument is internally consistent and unidimensional. Rasch analysis suggested a possible reduction in items that maintains good overall instrument performance.

The study provides methodology for developing a measurement tool that fuses practice and theory. Further applications of the instrument across organizational levels and in single sectors would enhance its generalizability.

The instrument provides a consistent tool for use by practitioners to identify gaps in their own or another’s strategic thinking behaviors, specify a job-specific competency model, and direct professional development.

The instrument fills a gap in the theoretical literature by extending the descriptions of strategic thinking to include a comprehensive set of required individual behaviors. As such, it is the first theoretically based instrument to detail the specific competencies required to think strategically.

To present a complete and comprehensive model by which business‐to‐business (B2B) e‐commerce transactions for sales and purchases between organisations may be categorised.

Literature from the e‐commerce and operations management fields was studied, and the findings were synthesised to develop a preliminary conceptual model of B2B interaction. The conceptual model was tested empirically using a qualitative research procedure involving focus groups. From this, its structure and content were validated and refined.

The research found that the developed model, incorporating nine exclusive e‐commerce trading scenarios, covers all B2B selling and purchase transactions, which suggests that it is comprehensive. It further found that trading occurs in each of the nine scenarios within the model, thus suggesting that it is complete. These findings support the conclusion that the model represents a valid taxonomy for the classification of B2B e‐commerce transactions.

Although the literature findings are international, the empirical study was restricted to the UK. The model has been validated through this research, and now provides a framework by which the mechanisms of B2B trade may be further investigated.

The model allows commercial organisations and researchers to recognise and understand the complexity and multiple dimensions of e‐commerce use for B2B sales and purchases. It provides a framework onto which individual trading scenarios may be mapped. The framework offers guidance to operations and supply chain managers in organisations as to the most appropriate approach to adopt in particular e‐commerce implementation projects and supply chain transactions.

This paper furthers knowledge in the areas of e‐commerce and operations management by proposing a new model of B2B interaction. This provides a comprehensive means of classifying all available transaction types, the characteristics of these and the likely technology used within them. It offers the ability, systematically, to identify, map and understand all available B2B e‐commerce trading mechanisms.

Research suggests that employee engagement favorably influences the provision of customer service, that high levels of service employee engagement are rare, and that firms' strategic profit emphases affect engagement and service climate. This study responds to calls for research that identifies drivers of employee engagement and foundational issues that promote effective service climates within service organizations.

A survey method is utilized to assess data from 502 key informant service employees from multiple service industries.

The findings indicate that service organizations' revenue enhancement and cost containment strategic profit emphases differentially influence employee engagement, and that organizational and job engagement differentially influence service climate.

Data comprised of individual service employees' perceptions of their firms' strategic profit emphases and service climates are utilized. Although it is conceivable that some respondents' perceptions of these variables may be misguided, the study findings are based on a large sample of experienced service employees from multiple service industries.

The findings suggest that the most effective approach for promoting effective service climate is to hire service employees with a track record of job engagement and then focus on encouraging organizational engagement by creating working environments that support, value, and reward service quality.

Managers increasingly realize that how firms treat service employees critically affects customer service quality. However, relatively few studies examine service employees' perceptions of their own engagement and their organizations' working environments. This research incorporates social exchange theory and concepts from the fields of strategy and organizational behavior to assess service employees' perceptions of their organizations' strategic profit emphasis and its influence on engagement and service climate.

Good ethnographic work produces stories. Stories are told to us by our interlocutors. We record them in our fieldnotes and read about them in archival or policy documents. We see and hear them occur around us, we participate in them, and they become a core part of our memories of the field. Given that ‘telling stories is one of the fundamental things we do as human beings’ (Falconi & Graber, 2019, p. 1), stories are perhaps the most crucial resource by which we as ethnographers make sense of a field, allowing us to translate what happened to others so that they might be able to vicariously travel through the fields which we studied.

Yet when we look at the ethnographies published in leading management and organization studies journals, stories are increasingly hidden from view. We argue in this short chapter, for a return to storytelling at the centre of the production of ethnography. We seek an opening of the closed world of academic storytelling to those audiences excluded from such networks, including those whom we ethnographers are writing about. We retell nine short stories from an ethnography of Traffic Officers and the breakdowns they encounter on the strategic road network. These vignettes form a non-linear narrative of some of the most emotive and embodied encounters in our fieldwork in transport and mobility spaces between 2018 and 2019. We leave our readers to draw conclusions, implications, and linkages from these stories and offer an invitation to debate and conversation on the themes encountered therein.