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This chapter undertakes a comparison of pay in women's basketball with an emphasis on its inception in North America. Through a quantitative approach, we find players are undervalued in the Women's National Basketball Association (WNBA) compared to men's basketball, men's soccer, and women's basketball in Europe and Asia. By comparing leagues at the same period in their life cycles, we show that women are underpaid even after accounting for the age of the league. The relatively low pay in the WNBA, even when compared to the identical formative time period in the men's professional league, led 48% of American WNBA players to seek employment in basketball leagues in Europe and Asia in 2019. In these leagues, players receive much higher salaries. We explain these wage inequities based on business structure and economic theory. In sum, both the WNBA and National Basketball Association (NBA) are primarily profit-maximising leagues, but NBA players have always been paid a higher percentage of league revenues than the women of the WNBA. This was even true when the NBA had a much lower level of revenue. Salaries in the WNBA are then further depressed by a league that seems to prioritise short-run profit maximisation over long-run investment, thus continuing to delegitimise the WNBA. Ultimately, the constraints to pay derive from not only gendered systems but also the structure of profit-maximising leagues and teams in the United States.

Immigrants are important contributors to workplaces, but HRM scholars have only recently begun to study them systematically. We document the prevalence and cross-national variation in populations of immigrant employees. Going beyond a treatment that considers them as another element of diversity, we propose how gradients of status at each level of country, organization, and work group admittance can result in unique outcomes for immigrants who are equally (dis)similar. We offer a taxonomy of immigrant pathways into their destination countries to explore the status hierarchies they are assigned by governments and reinforced by organizations. We provide insights into the ascribed status of immigrants and develop a typology of individual and organizational acculturation strategies based on the cultural tightness and looseness of the destination and origin cultures. We then describe how the reactions of members of an immigrant employee’s social environment are sensitive to ascribed status and cultural tightness-looseness. We do so in a three-stage process that begins with immigrant categorization, followed by conferral of (il)legitimacy, and finally brought together with perceptions of outcome interdependence. Finally, we offer ideas about HRM interventions to guide management scholars in their quest for understanding and improve the experiences of immigrants in the workplace.

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

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 chapter focuses on the international development plans implemented in Colombia during the regime of Gustavo Rojas Pinilla (1953–1957). It argues that foreign economists and international agencies, such as the World Bank, played a significant role in supporting and strengthening local leaders opposing the regime. By analyzing the creation of the Cauca Valley Corporation in 1955, through the intervention of the former chair of the Tennessee Valley Authority (TVA) David Lilienthal, this study provides two main contributions to the literature on economists and political economy under authoritarian rule. Firstly, it illuminates how local groups mobilized international economists to contrast Rojas. Secondly, it analyses the evolving relationship between World Bank advisors, David Lilienthal, and the regime. After describing the consolidation of political and economic interest groups and their global connections before Rojas coup d’état, it focuses on Rojas’ regime and on how it affected the implementation of the World Bank development started with the General Survey Mission in 1949. In the Cauca Department, local leaders invoked the World Bank and Lilienthal to implement a TVA model in opposition with the central government.

The modern workplace contains many physical and interpersonal hazards to employee physical and psychological health/well-being. This chapter integrates the literatures on occupational safety (i.e., accidents and injuries) and mistreatment (physical violence and psychological abuse). A model is provided linking environmental (climate and leadership), individual differences (demographics and personality), motivation, behavior, and outcomes. It notes that some of the same variables have been linked to both safety and mistreatment, such as safety climate, mistreatment climate, conscientiousness, and emotional stability.

My research is to forward knowledge and potentialities regarding individuals of autism and their place in societal’s sense of work and it’s physical space. The seven transformational Ss of academic thought have allowed or even imposed a superposition of autopoietic subjects rather than objects and their being-in-the-world. In this chapter I first present my interpretation of the seven Ss – storytelling, system, sustainability, science, spirit, spirals, and sociomateriality – then I speak where my voice is strongest in the storytelling system, and finally I elaborate on how my seven Ss antenarratives can be utilized in the autism storytelling system.

Charities in the United States contribute to the public good by delivering a broad range of services and by promoting civic engagement and social change. Though these dual roles are widely acknowledged, a relatively few studies explore advocacy among service-providing nonprofits. Analyzing a random sample of charities in the San Francisco Bay Area, the authors conceptualize nonprofits as institutionally embedded formal organizations and actors. The authors find that a majority of service providers blend advocacy and service provision. Organizational rationalization constructs nonprofits as goal-oriented actors working to benefit their constituents and society at large, increasing the likelihood that nonprofits will embrace advocacy. Moreover, collaboration embeds nonprofits in networks of mobilization and information for advocacy and facilitates engagement in political and social change activities. By contrast, embeddedness in the market is negatively associated with advocacy. These results reinforce the salient role of service-providing nonprofits in collective civic action and demonstrate how nonprofit embeddedness in multiple institutional influences affects engagement in advocacy.