Search results

The purpose of this paper is to explore the ways in which Canadian lesbians and gay men manage their non‐hegemonic identities in organizations, given the relative paucity of qualitative data in the area, the importance of work as a site for identity projects in the contemporary west and growing pressure on employers to attend to sexual orientation as part of diversity management initiatives.

Data were gathered through 16 semi‐structured interviews with lesbian and gay workers from three Canadian cities.

The data emphasize the importance of organizational environments in which queer people feel able to integrate their identity at work with their identity in the rest of their lives. Role models were identified as especially important in this regard, particularly for women who talked of the organizational “double jeopardy” of being female and a lesbian.

Although the data reported here are not generalizable, it is worrying that they echo many earlier studies on the negative aspects of lesbian and gay workplace experience. One key implication is that those employees who conform most closely to what Butler calls the heterosexual matrix are less likely to experience problems related to their sexual orientation.

This paper indicates several themes which are not extensively travelled in the existing literature, including the suggestion that coming out to colleagues is easier if one is in a long‐term relationship, as well as a sense that having to negotiate such disclosure simultaneously enhances work‐related interpersonal skills.

Learning is an essential part of innovation, including the need to internalize and disseminate information and to reduce the duplication of research activities, both technological and organizational. Using a theoretically based framework that places emphasis on the interpretative dimension of organizational learning and centers on learning processes, descriptive accounts of organizational learning in the context of R&D‐intensive companies were produced. From these case studies, specific learning tools or mechanisms were identified: job rotation, innovation process planning (activities, responsibilities, networks, sharing assumptions) and (product innovation) project review. Overall findings point to an organizational learning process which involves a high degree of parallelism and depends on the knowledge base of the organization.

Women and marketing have had a complicated relationship for a considerable time. They have often been involved with marketing‐type practices for longer than we have appreciated to date. Against considerable odds, some have carved out careers in academia and practice that have to be admired. The purpose of this paper is to explore the work of two pioneer contributors to marketing.

This paper engages in a close reading of the work of two female contributors. Their writing is placed in historical context which helps reveal the obstacles they had to overcome to succeed.

Female teachers, lecturers and practitioners had an important role to play in theorising consumer practice and helping people to successfully negotiate a complex marketplace replete with new challenges, difficulties and sometimes mendacious marketers seeking to profit from the limited knowledge consumers possessed.

This paper explores the writings of a practitioner and scholar respectively whose work has merited only limited attention previously. More than this, it links the arguments that are made to the papers that appear in the rest of the special issue.

Discusses Section 11 of the Local Government Act 1966. Notes that local authorities appear slow to make use of this subsidy or Ethnic Minority Grant in librarianship. Considers the 1988 Government review which recommended a project approach to applications and set out criteria covering areas of work which would qualify for funding. Concludes that the way ahead is to absorb all Section 11 posts and fund them mainstream, thus showing commitment to equality of service provision and opportunity.

IT is well known that librarianship or library science and information work or information science as the common educational, professional and scientific discipline is everywhere undergoing great change and development. During its continual and relatively fast development, this discipline has at the same time to solve the increasing tasks connected with the problems of the so‐called information explosion.

The following annotated bibliography of materials on orienting users to libraries and on instructing them in the use of reference and other resources covers publications from 1981. A few items from 1980 have been included because information about them was not available in time for the 1980 listing. A few items have not been annotated because the compiler was unable to secure copies of these items.

THE end of October saw the return of most of our overseas visitors, continental and otherwise, to their homes, leaving with us pleasant memories of a mutually successful visit. The Englishman's proverbial difficulties with foreign tongues, even of neighbouring France, did not complicate matters unduly or reduce too much those interchanges which conference and school afforded. We can repeat our frequently‐expressed hope that there will be an ever increasing series of visits, both of the foreigner to England and of ourselves as foreigners to other countries. We would welcome longer stays in both cases. Nothing but good can come from them.

Social enterprises (SEs) face tensions when combining financial and social missions, and this is particularly evident in the scaling process. Although extant research mainly focuses on SEs that integrate their social and financial missions, this study aims to unpack social impact scaling strategies in differentiated hybrid organizations (DHOs) through the case of African SEs.

The study entails an inductive multiple case study approach based on four case SEs: work integration social enterprises (WISEs) and fair trade producer social enterprises (FTPSEs) in Uganda and Kenya. A total of 24 semi-structured interviews were collected together with multiple secondary data sources and then coded and analyzed through the rigorous Gioia et al. (2013) methodology to build a theoretical model.

The results indicate that SEs, as differentiated hybrids, implement four types of social impact scaling strategies toward beneficiaries and benefits (penetration, bundling, spreading and diversification) and unveil different dual mission tensions generated by each scaling strategy. The study also shows mutually reinforcing mechanisms named cross-bracing actions, which are paradoxical actions connected to one another for navigating tensions and ensuring dual mission during scaling.

This study provides evidence of four strategies for scaling social impact, with associated challenges and response mechanisms based on the cross-bracing effect between social and financial missions. Thus, the research provides a clear framework (social impact scaling matrix) for investigating differentiation in hybridity at scaling and provides new directions on how SEs scale their impact, with implications for social entrepreneurship and dual mission management literature.

The model offers a practical tool for decision-makers in SEs, such as managers and social entrepreneurs, providing insights into what scaling pathways to implement (one or multiples) and, more importantly, the implications and possible solutions. Response mechanisms are also useful for tackling specific tensions, thereby contributing to addressing the challenges of vulnerable, marginalized and low-income individuals. The study also offers implications for policymakers, governments and other ecosystem actors such as nongovernmental organizations (NGOs) and social investors.

Despite the growing body of literature on scaling social impact, only a few studies have focused on differentiated hybrids, and no evidence has been provided on how they scale only the social impact (without considering commercial scaling). This study brings a new perspective to paradox theory and hybridity, showing paradoxes come into view at scaling, and documenting how from a differentiation approach to hybridity, DHOs also implemented cross-bracing actions, which are reinforcement mechanisms, thus suggesting connections and synergies among the actions in social and financial mission, where such knowledge is required to better comprehend how SEs can achieve a virtuous cycle of profits and reinvestments in social impact.