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The paradox of the contented female worker refers to the fact that women are generally disadvantaged (fewer material rewards) in the workplace relative to men, but are just as satisfied with their jobs as men. We review various arguments offered to explain the paradox with special attention given to justice-based explanations. Data collected from 30 countries as part of the 2005 ISSP are examined and show that the paradox is essentially a universal, worldwide phenomenon.

This chapter examines how leaders can utilize a clear values framework to signal what they want their organization’s reputation to be as well as design their organization to help ensure that what happens in the organization lives up to those espoused values. Reputations are, of course, built up among both internal and external audiences, and work must be done to ensure that neither audience develops negative impressions about the organization’s reputation.

Key to this reputation development and management is consistency between espoused values and enacted values. While many organizations have espoused values, it can be difficult to embed them into the foundational practices of an organization; if they are not enacted, this can lead to direct reputational harm. Building them in fully means clearly enacting the espoused values with structures (the systems and rules), people (who is hired, supported, and excluded), and culture (the environment in which the organization operates). Values frameworks are therefore posited as the foundation upon which to build organizations which can lead to warding off potential reputational calamities in the first place, minimizing the impacts of reputational harms that do take place, and bouncing back more strongly in the wake of hits to an organization’s reputation.

Stewardship theory is an emergent approach for explaining leadership behavior, challenging the assumptions of agency theory and its dominance in corporate governance literature. This study revisits the agency and stewardship theories by seeking to answer whether chief executive officers (CEOs) in China are committed stewards or opportunistic agents.

Based on 5,165 observations of 1,036 listed companies in China over the period 2005–2010, the results suggest that the corporate governance mechanisms developed from the agency theory in the West are not necessarily applicable in the Chinese context.

This study supports the stewardship theory in its findings that empowering CEOs through the practice of CEO duality and longer CEO tenure have a positive effect on firm value in China. Additionally, the positive relationships between CEO duality, CEO tenure and firm value are strengthened by the number of executive directors on the board, and weakened by the number of independent directors on the board.

One size does not fit all. Leadership behaviors in China do not follow the agency assumptions inherent in Western practices, rather they favor the conditions of positive leadership expressed by the stewardship theory. Assuming that the motivations of managers in emerging markets such as China are similar to those in the West may lead to a poor fit between governance policies and the institutional context.

As one of the few studies to connect the theoretical debate between the agency and stewardship theories, this study presents new evidence to support the stewardship theory, thereby strengthening its theoretical importance and relevance in corporate governance literature.

To do “justice” to the theorizing and empirical work on the topic of justice would be a formidable, if not impossible, task. The study of justice spans centuries (see, for example, Solomon & Murphy, 1990) and disciplines – psychology, sociology, political science, philosophy (Cohen, 1986; Scherer, 1992). Some previously published edited volumes on justice circumscribe the content as applicable, for example, to organizations (Greenberg & Colquitt, 2005), to the affectional bond (Lerner & Mikula, 1994), or with regard to the role of emotions (De Cremer, 2007). Other volumes fall loosely under titles to the effect of “justice in social behavior” (e.g., Bierhoff, Cohen, & Greenberg, 1986; Montada & Lerner, 1996) or “research and applications” (e.g., Törnblom & Vermunt, 2007). These volumes offer a variety of theoretical and empirical analyses of justice issues, largely from the point of view of scholars trained in psychology. Indeed, in the social psychological realm, focus is often on individual perceptions of and reactions to various forms of injustice.

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top management teams including their international diversity and their societal and cultural underpinnings. This paper provides a recent overview of empirical studies addressing the international dimension of top management teams and identifies avenues for future research. Particular attention is paid to the role of the institutional and cultural societal context in shaping the configuration of top management.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

This personal narrative describes the results of a tragic gun accident involving my young son and his close friend. In this autobiographical narrative, I trace the effects of youthful offender laws on my family and explain how our state's juvenile justice system transformed our family's lives for over three years. In addition, as both a participant and a sociologist observer, I show how race and class have conditioned the accident's outcome. As Griffith and Smith's (2005) work on mothering for schooling illustrates, social class greatly affects the relationship between school and family.

In our case, largely because of my training as a researcher and my husband's background in education and psychology, we were able to make the juvenile justice system work as positively as possible for our son. And, because of my privileged position as an academic, I am now able to make visible the effects of youthful offender laws on one youthful offender and his parents.

This chapter reviews and critiques the recent evolution of place-based entrepreneurship policy in the United Kingdom, in particular the governance of policies targeted at the regional level to promote economic development and competitiveness. The focus of the chapter is the evolution occurring from 1997, when the Labour government came to power, through to the period leading to the Conservative–Liberal Democrat coalition government, which came to power in 2010.

A review and critique of key academic and policy-based literature.

The chapter shows the way in which governance systems and policies aimed at stimulating entrepreneurship have permeated regional development policy at a number of levels in the United Kingdom. In general, the overarching themes of enterprise policy are similar across the regions, but the difference in governance arrangements demonstrates how emphasis and delivery varies.

Place-based enterprise policy needs long-term commitment, with interventions required to survive changes in approaches to governance if they are to prove effective; something which has been far from the case in recent years. Whilst the analysis is drawn from the case of the United Kingdom, the lessons with regard to the connection between regional modes of governance and effective policy implementation are ones that resonate across other nations that are similarly seeking to stimulate the development of entrepreneurial regions.

Evidence of ongoing disparities in regional economic development and competitiveness, linked to differences in regional business culture, suggest the continuance of market failure, whereby leading regions continue to attract resources and stimulate entrepreneurial opportunities at the expense of less competitive regions.

The time period covered by the chapter – 1997 onwards – forms an historic era with regard to changing regional governance and enterprise policy in the United Kingdom, with the emergence – and subsequent demise – of regional development agencies (RDAs) across English regions, as well as the introduction of regional governments in Scotland, Wales and Northern Ireland, which were handed certain powers for economic and enterprise development from the UK central government.