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This paper aims to underline the importance of organizations attracting people who are synchronized with the organizational culture.

Deals with defining the company's culture, recruitment advertising, and the interviewing and selection of candidates.

Explains how appointing someone whose values, beliefs and behaviors are compatible with those of the organization can contribute to increased productivity and, ultimately, corporate success.

Contends that an employee who is in sync with the company culture is more likely to be committed, perform better, stay longer and promote the company than someone who joined just for the job.

Argues that ethics, working practices, social dynamics and community involvement are all important selection criteria for the candidate.

Urges that an emotional connection with the brand/product/service is crucial if the organization wants an employee who truly flies the flag for the company.

This article aims to underline that Generation Y have specific traits, needs and expectations and that it is vital that organizations understand these when looking to engage and support them and support in their development.

The article deals with defining who Generation Y are – how they behave and what motivates them. Based on these insights, it then explores what this means for an organization's culture, its working environment, the learning and development methods it deploys plus its overall management and especially its leadership.

The paper explains how understanding what motivates Generation Y and accommodating this does not require huge amounts of extra effort, just a different way of thinking and will increase their performance within companies and ultimately corporate success.

Engaging and developing Generation Y employees may seem like an onerous task. The paper shows that it is not about pandering to them but about eliminating blocks so that they can deliver the business of the future.

The spread of corporate board quota legislation is studied in light of diffusion theory. Mechanisms of diffusion, path dependency and critical junctures can contribute to explaining the spread of policy reforms, such as the corporate board quota legislation. The empirical section describes the Norwegian reform process and maps out the ongoing European and global reform processes and debates. Seven countries, in addition to Norway, have in recent years initiated legal reforms and adopted corporate board quota rules: Spain, Iceland, France, the Netherlands, Belgium, Italy and Malaysia. However, the debates over the introduction of parallel legislation extend further, and are a burning issue in several other Western European countries, as well as globally. The discussion addresses why this policy spreads, and tries to understand the complexities of factors that have led to the diffusion of public debate and legal reform of corporate board quota.