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Although many employers continue to adopt various forms of worker participation or employee involvement, expected positive gains often fail to materialize. One explanation for the weak or altogether missing performance effects is that researchers rely on frameworks that focus almost exclusively on contingencies related to the workers themselves or to the set of tasks subject to participatory processes. This study is premised on the notion that a broader examination of the employment relationship within which a worker participation program is embedded reveals a wider array of factors impinging upon its success. I integrate labor relations theory into existing insights from the strategic human resource management literature to advance an alternative framework that additionally accounts for structures and processes above the workplace level – namely, the (potentially implicit) contract linking employees to the organization and the business strategies enacted by the latter. The resulting propositions suggest that the performance-enhancing impact of worker participation hinges on the presence of participatory or participation-supporting structures at all three levels of the employment relationship. I conclude with implications for participation research.

Food security is at risk from climate change. In fact, climate change and its drivers already affect food production through increased temperatures, changed precipitation patterns, extreme event frequency, and escalated carbon dioxide (CO₂) and ozone. These effects are expected to continue for the foreseeable future. This will cause changes to agricultural production worldwide with regional consequences for global food security. In the face of this, adaptations must be pursued that help agriculture maintain and enhance productivity under climate change while meeting growing demands for food. This chapter reviews the current literature on the impacts of climate change on agriculture and possible adaptation strategies to combat its effects. Specifically, this chapter focuses on research conducted on crop systems, livestock, fisheries, and food access.

This study concluded that food production systems around the world will be altered unevenly by climate change, with some gaining and many losing. Possible adaptation strategies will be suggested and successful implementation will need to include both public and private actions.

Given the inevitability of climate change impacting agricultural systems, adapting to the impacts is necessary to maintain future food security. More research is encouraged to determine how to best incorporate multiple systems, actors, and interests in adaptation, as well as how to best respond to the imminent threat to the food system.

Purpose – This paper investigates the effects of founding, growth, decline, and merger on gender differences in managerial career mobility. These common events create and destroy many jobs, and so have big impacts on managers’ careers. We build on previous research to predict gender differences in job mobility after such events, and show that these gender differences are moderated by the positions managers occupy: level, firm size, and sex composition.

Methodology – We test our predictions using archival data on all 3,883 managerial employees in all 333 firms in the California savings and loan industry between 1975 and 1988. We conduct logistic-regression and event-history analyses.

Findings – Female managers are less likely than male managers to be hired when the set of jobs expands because of founding and growth, and more likely to exit when the set of jobs contracts because of decline and merger. These gender differences exist because relative to men, women occupy lower-level jobs, work in smaller firms, and work in firms with more women at all managerial ranks. The effects of all but one event (the growth of one's own employer) are moderated by managers’ positions.

Value of the paper – Our paper is the first to offer a large-scale test of gender differences in career trajectories in the wake of common organizational events. By showing that these market-shaping events affect male and female managers’ careers differently, and that these effects depend on the positions of male and female managers, we demonstrate economic sociology's potential for studying inequality.