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This chapter delves into the complex interplay between ethics, law and business case regarding diversity and inclusion within organisations. While the business case for diversity and inclusion has gained prominence, the ethical imperative often lacks comparable influence. Despite the coercive forces of laws and regulations, ethical values struggle to exert significant pressure on diversity-related issues.

This study concentrates on “ambiguity of law” and “abstaining from complaint” about discrimination, mistreatment, or unfair behavior to explain the weak pushing effect of ethical values on diversity- and inclusion-related issues. The ambiguity of law fosters open-ended discussions and varied interpretations, complicating efforts towards equitable treatment. Furthermore, the reluctance to voice complaints regarding discrimination or mistreatment blurs the boundary between ethics and business.

This chapter points out ethical values in the shade of the business case approach and proposes strategies to strengthen the influence of ethics in diversity management. Moral awareness, a sense of justice, and ethical coding of decisions are prominent components of this chapter that may contribute to strengthening the ethical infrastructure of organizations.

The author reflects on her journey to becoming a Black female full professor at a Historically Black College and University (HBCU). Additionally, she summarizes the research on the successes and challenges for women professors, Black professors more broadly, and Black female professors, more specifically, to contribute to a deeper understanding of the positionality and stance of Black women professors. Although HBCUs are higher education institutions where Black female professors achieve tenure in the greatest percentages, the author highlights the intersection of race and gender and the unfortunate gendered power dynamics in these spaces that frequently place Black female faculty at a disadvantage. The chapter concludes with strategies for Black women professors to survive and thrive in academia, in general, and at HBCUs, more specifically.

Women's bodies are abject and ‘out of place’ in organisations where (self and other) disciplining of women's bodies serve to regulate and silence women. Yet we know little about how expectations of body and appearance play out in the career decisions and everyday practices of women academic leaders. In this chapter reflexive accounts are used to explore if dress and appearance expectations have implications for women's career development and advancement, specifically in the context of business schools. The literature review and two reflexive autoethnographic accounts provided, illuminate how, through dress and appearance, the pervasiveness of hegemonic masculinity is both sustained and challenged and the potential impacts of this upon women's careers in academia.

This research explores the drivers that determine the ability of spontaneous volunteer groups (SVGs) to sustain their operations. That sustainability aims to support those affected in the community beyond the response phases of a disaster and into the recovery and mitigation phases to build resilience to the next disaster.

To investigate the sustainability of spontaneous volunteering that takes place in the aftermath of a disaster, we conducted qualitative interviews in three English locations where groups of spontaneous volunteers emerged following major floods. We analysed our qualitative data using thematic analysis.

Our findings theorise the drivers of SVG sustainability and present these in four themes: (1) assessment of ongoing needs; (2) organisation of resources to address that need; (3) leadership and followership creating a weight of operational capability and (4) influence of political will. Through exploring these drivers, we uncover key factors to developing a sustainable SVG system including trusted leadership and social capital.

We show how the four drivers interact to support the continuity of SVGs and sustain their operations. This has implications for how leaders of SVGs create a volunteering environment that encourages ongoing involvement and has implications for officials to view SVGs as a support rather than a risk.

The novelty of our paper is in rejecting the argument of the temporal limit of SVGs to the response phase by theorising the drivers that make their operations sustainable for recovery and resilience building to mitigate the next disaster. This includes our examination of the interplay between those drivers.

Organizational research on diversity, equity, and inclusion (DEI) is at times siloed; the experience of one minoritized or underrepresented group is treated as completely separate and different from the experience of another group and thus research separately. For example, there are terms that are studied only in the context of one group, and a different term is used to study a very similar (or identical) concept among a different group. Indeed, there are many unique experiences that specific minority groups encounter at work. Because of this end, minority groups should not be fully categorized together, and their individual should not be erased. However, there are shared experiences that many or all minorities experience at work, whether they are a gender minority, racial minority, or a member of any other minoritized group. Recognizing these shared experiences can help scholars develop a deeper understanding of what it's like to be minoritized or underrepresented at work, and therefore help to better serve these communities. To this end, our chapter highlights three such shared but unique minority experiences: three experiences that are common across all minority groups but operationalize slightly differently in different populations. The first experience we discuss is discrimination, as all minorities typically experience some form of negative differential treatment at work. The second experience we discuss is identity management, as many minorities need to actively think about how they present their minority identity to others (regardless of if their identity is “concealable” or not). Finally, we discuss strength through adversity, as many minorities argue that their minority identity is a source of strength and an area that benefits them at work. We conclude the chapter with a call toward intraminority solidarity, suggesting that recognizing shared experiences and working together can help build better workplaces for all minority employees.

This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

Viral videos of police violence create demands for new police narratives about using force. Public reactions to videos lead spokespeople to provide justifications that support narrative structures of the necessity and inevitability of police violence. Ultimately, video is presented as lacking context and credibility when it is viewed unaccompanied by police explanations.

Due to the coronavirus 2019 (COVID-19) pandemic, primary and secondary schools worldwide are deploying online teaching/learning practices, fostering and thus innovation practices. The purpose of this study is to determine the degree to which practices reflecting educational innovation are implemented in the Greek public primary and secondary schools operating under conditions characterized by the COVID-19 pandemic. Determining the relationship among these educational innovation practices is also an aim of the present study.

A research study was conducted in the Greek public primary and secondary schools. 522 teachers fully completed a structured questionnaire. Descriptive statistics, exploratory factor analysis and structural equation modeling were applied to analyze the data.

The findings reveal that administration-related innovation practices, teaching-related innovation practices and online teaching/learning practices are implemented to some extent in primary and secondary schools in Greece, but there is still scope for continued development. The online teaching/learning practices set the foundations for further developing a culture of fully adopting other educational innovation practices in these schools to improve education.

Limited research concerning educational innovation practices has focused on primary and secondary schools. The need for more studies on teaching and learning innovations that have resulted from the COVID-19 crisis is highlighted by the literature. The results of this study support the fact that online teaching/learning implemented in primary and secondary schools is positively associated with administration-related and teaching-related innovation practices, concluding that this forced change in the educational process can act as a catalyst for more changes and innovative actions.

Drawing on bargaining power and the inequality aversion perspective, this study aims to probe employees’ influence on addressing income inequality between top executives and nonexecutive employees. Meanwhile, it examines the moderating role of employee-related factors and plan attributes.

This study uses a staggered difference-in-differences design with a propensity scoring match approach and verification of the parallel trend assumption to test the hypotheses.

The results support the hypothesis that employee stock ownership plans (ESOPs) significantly reduce within-firm income inequality. The negative effect is amplified by both the presence of trade unions and the unemployment rate at the regional level, as well as the duration of the lock-in period and the scale of participants within the stock ownership plan.

This study has implications for income inequality research and ESOP design and provides theoretical support for policymakers and corporate governance.

This study contributes to the literature on income inequality by examining the implementation of ESOPs from the employee perspective. Furthermore, it extends the current literature by investigating the strengthening effects of regional factors and ESOP attributes on the relationship between ESOPs and income inequality. The conclusions provide new empirical evidence to promote the effective implementation of ESOPs by combining internal and external factors.

Facilitated by social media, employee activism is on the rise, often in response to organizations' own socially irresponsible behavior. Given that digital employee activism is a vital yet underexplored research arena, the purpose of this study is to propose and test a theoretical model for understanding this phenomenon.

A survey was launched on Dynata, a US-based consumer panel company. A total of 657 representative full-time employees working at different levels of positions participated the survey to indicate their perceptual and behavioral responses to organizational social irresponsibility.

Moral obligation was a significant factor in mediating the relationship between organizational social irresponsibility and digital employee activism. Ideological psychological contract adds supplemental weights moderating the mediation effect on digital employee activism.

This study, based on social regulation theory, explores the rise of employee activism in response to organizations’ socially irresponsible behavior. The study identifies moral obligation and ideological psychological contract as the driving forces behind digital employee activism. This study advances digital employee activism scholarship by incorporating the normative lens of moral obligation and ideological psychological contract.