Search results

Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.

Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”

Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.

Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.

Industry platforms can alter relations among exchange partners in such a way that the industry structure is changed. The focus of much industry platform research has been on how platform creation and leadership offers advantages to the most central firms, but platforms can also be advantageous for small specialist firms that compete with the most central firms. We examine book publishing as an example of an industry in which the central players – large publishing firms – are losing power to self-publishing authors because the distributor Amazon has a powerful platform for customers to communicate independently, and the non-publishing platform Twitter also serves as a medium for readers to discuss and review books. Our empirical analysis is based on downloaded sales statistics for Amazon Ebooks, matched with Amazon reviews of the same books and tweets that refer to the book or the author. We analyze how Ebook sales are a function of publisher, Amazon reviews, and tweets, and we are able to assess the importance of each factor in the sale of book titles. The main finding is that Amazon reviews are powerful drivers of book sales, and have greater effect on the sales of books that are not backed by publishers. Twitter also affects book sales, but less strongly than Amazon reviews.

Inquiry-based teaching and learning is a valued learning theory, which can transform a prescriptive, teacher-led classroom into a dynamic, active learning environment. Some factors to consider about inquiry-based activities are that they are designed to incorporate many strategies and techniques to develop students’ affective, social, and metacognition domains. Inquiry-based teaching and learning is most successful when students have some level of self-regulation and when faculty members provide meaningful guidance. Unfortunately, students are infrequently taught how to be self-regulated learners. In addition, faculty members are uncomfortable and under-incentivized to try innovative teaching pedagogies.

To illustrate the dichotomy of both the delivery of inquiry-based teaching and a student-centered approach, a DNA double helix is used as a metaphor and visual model. Importance is placed on designing learning experiences that can be adapted based on context, available technology, meaningful assessment, and positive student outcomes. Educational trends in higher education are explored and implications are drawn based on the research and programs being implemented at many universities and colleges. This chapter provides insight into how higher education institutions can scale inquiry-based teaching and learning through their strategic initiatives to promote faculty excellence. Evaluation frameworks and logic model planning strategies are included in this chapter.

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.

Within both Western and Eastern traditions of virtue ethics, there is a Doctrine of the Mean, suggesting that errors may lie either in excess or in deficiency. The need to avoid both excess and deficiency in the allocation of finite resources is a concern in many sorts of business decisions, some with ethical implications. One finite resource is the resource of attention, and ethical problems can arise from failures to attend to important things. Both Aristotle and classical Confucianism accept the importance of paying attention to circumstances rather than following fixed rules or blindly maximising value. For organisations to give appropriate attention to different things requires suitable intra-organisational reporting and communication. Then there is still need for awareness that resources are finite, and for activity that is sustainable, highlighting the related idea of harmony, especially salient in the Confucian tradition.

This work critically investigates online fan responses towards the implementation of the affirmative action policy, the Rooney Rule, within English professional football. It explores systemic and structural racism and the history of the Rooney Rule, before analysing football fans' Twitter comments concerning the policy within English football across an 18-month period.

This research utilised a bespoke search programme to identify and analyse Tweets which focused on the Rooney Rule in English football. A total of 205 posts were thematically analysed and a series of codes were created.

The findings illustrated that fans were generally divided over the Rooney Rule. Over half of the participants welcomed counter measures against structural racism although many caveated responses by critiquing the Rule's approach and scope. For others, however, the policy is yet another example of ‘reverse racism’ and ‘political correctness gone mad’. The findings illustrate that there is an undercurrent of hostility towards anti-racist action and a belief that sport is inherently meritocratic and fair.

While much research has focused on examining online reactions to ‘trigger events’, this chapter provides an empirical insight into contemporary football fan responses towards anti-racist action in the ‘beautiful game’. It demonstrates that there are a series of common misconceptions and misunderstandings towards affirmative action policies in sport. Once we become aware of such misunderstandings, we can attempt to remedy them in order to aid the efficacy of anti-racist action.

Many approaches to understanding organization change approach “the organization” as a relatively static entity. Punctuated equilibrium models have also become popular, but here too the notion of unfreeze–change–refreeze suggests change as an exception — a break with the more normal stability upon which organizational control is predicated (Taplikis, 2005). By contrast, Tsoukas and Chia (2002, p. 570) have argued that “Change must not be thought of as a property of organization. Rather, organization must be understood as an emergent property of change. Change is ontologically prior to organization — it is the condition of possibility for organization.” Intuitively we agree with their position. However, it raises some significant questions for practitioners, principal among them: If change is constitutive of the organization rather than something which managers can control, then to what extent can change be subject to strategic influence?

Research on weighting of measures often examines only one incentive at a time (usually bonus) and provide mixed findings regarding the relevance of non-financial performance (NFM) measures to evaluate and reward long-term time horizon employees. Using proprietary data from an auto dealership organization, we show that financial measures (FM) are weighted more for bonus than they are weighted for merit raise and promotion but NFM are weighted more than FM for merit raise and promotion. Thus, the temporal orientations of the measures and incentives seem to be aligned: the short-term (long-term) nature of FM (NFM) parallel’s the time horizon of the incentives. Next, our exploratory research questions find that for bonuses, both FM and NFM exert similar levels of significant and positive influence on junior and senior managers. But for promotions, the influence of FM is insignificant for both groups. In contrast, the influence of NFM on promotions is not only significant for both groups but is significantly greater for junior managers than it is for senior managers. That is, the evaluations of NFM for senior managers are less influential on their promotion than they are for junior managers suggesting that promotions for senior managers are often based on factors other than their formal performances.

The marginalisation of council housing in Britain since the Housing Act of 1980 threatens to obscure some of the very valuable lessons to be learned from almost a century of mass public housing provision. This chapter demonstrates that despite considerable economic problems, and in the face of social change since 1980, a relatively poor council estate remained a site of social capital, and that women were particularly prominent in working with local agencies to solve problems.