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Gay men in the New York City metropolitan area were interviewed from 1990 to 1991, during the period of the AIDS epidemic. Using an interview schedule, they were asked questions about “coming out of the closet” and other identity issues: their experiences of “difference,” beliefs about monogamous or “open” relationships, and their views about sex and commitment. The study's focus was on the men's “moral discourse” or their relationship to the “good,” including ideas of the self, other(s), friendship, love, sex, and commitment. The study yielded a consistency in the men's responses: they did not wish to impose on other gay men their own convictions about being gay, sex, and intimate relationships. Their talk was tentative, localized, highly personal, and “nonjudgmental” on a range of identity and moral issues. These findings are discussed by relating the men's life experiences to the gay culture they shared: their unwillingness to judge others reflects their own formative experiences of “coming out” in a society that judged gay men harshly and who, in later years, lived at the time of the AIDS crisis.

Much research has focused on the negative aspects of disclosing sexual orientation and/or gender identity in the workplace but less has explicitly examined the positive aspects. This lack of research is problematic as this can oversimplify the work lives of lesbian, gay, bisexual, transgender or queer (LGBTQ) people. The current study examines positive intrapersonal, interpersonal and work opportunity experiences associated with coming out in the workplace as LGBTQ.

The current study surveyed 135 working adults who identified as LGBTQ and used a mixed qualitative and quantitative design to examine the relationship between disclosure and various positive workplace experiences.

Results suggest that sexual orientation disclosure at work was related to participants perceiving multiple positive interpersonal as well as work opportunity experiences. Furthermore, results suggest gender identity disclosure was similar to, but not the same as, sexual orientation disclosure in terms of perception of positive experiences.

Previous research on disclosure at work has taken a somewhat narrow and typically quantitative approach. The current study provides more nuance to the phenomenon by broadly examining multiple positive experiences associated with disclosure and studying them qualitatively in order to best understand participants' experiences in their own voices.

The purpose of this study is to provide a closer look at being out in the work environment. What are the characteristics that distinguish lesbian women who are out at work from those who are not? What role do companies play with their diversity-related measures?

This paper investigates characteristics that distinguish lesbian women who were out at work and analyzes the use of various sexual identity management strategies in relation to specific reference groups within a company. Furthermore, the method of multiple correspondence analysis is used to visually map the associations between company-specific characteristics and being out.

Results show that being out in the work environment is subject to a complex interplay of several factors, from personal resources to the diversity-friendliness of the company. A company’s lesbian, gay, bisexual, transgender, and intersexual (LGBTI)-related measures, such as in-house LGBTI networks or diversity workshops, can not only promote the coming out of lesbian employees, and thereby help to increase their overall satisfaction with life, but can also reduce their experiences of discrimination.

In this paper, the method of multiple correspondence analysis is used to examine the relationships between several diversity-related measures of the company and being out at the workplace. A visualization of these relationships in a two-dimensional space allows a more comprehensive view of these features and their possible effect on being out at the workplace.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

Our rapidly changing digital/information technologies are reckoned by some to be a force that will radically change settlement patterns. One scenario put forth is that of an era in which people work wherever they choose but live in small neighbourly and well‐thought‐out communities – urban villages. The argument made in this article is that this will not happen until we harness more effectively the potential of these technologies. Once this is accomplished, a wave of urban villages could happen. But if it comes, it will be more of a trickle than a wave, at least for a while, largely because of the continued importance of face‐to‐face contact in a good deal of business activity.