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The contributions included in this volume provide critical assessments of both a range of traditions in social theory, and of their current relevance. In addition, they represent endeavors to apply, refine, integrate, or advance particular traditions in order to enhance our ability to analyze conditions of social life in the twenty-first century and to confront a variety of related challenges. Several of the contributions present efforts to combine the application, refinement, integration, and advancement of particular theoretical traditions. Thematically, they cover several areas in social theory and a spectrum of perspectives, including poststructuralism, feminist theory, and especially critical theory. Chapters address such issues as the authoritarian personality; charisma; the relationship between power, agency, and subjectivity; self-estrangement; pragmatism; and globalization.

In early April 2004, a group of social scientists gathered at Florida State University, for an interdisciplinary conference on “Globalization and the Sedimentation of the Cold War.”¹ The papers and discussions centered around the following question: Has the configuration of business–labor–government relations that took hold in the West after World War II – during the so-called “Cold War” – become “sedimented” in ways that delimit the possible scope of choices and actions decision-makers in key institutions and organizations can make and engage in. Has it done so in a manner that resembles an underlying program which remains concealed from sight – perhaps more so, as time goes by? If we should need to answer this question in the affirmative, this program would predetermine both the confines of strategies institutions and organizations can pursue in their efforts to confront emerging challenges, and the nature of the results those strategies produce. While the configuration, as it took shape in western democratic societies – especially in North America and Western Europe, but also in Japan – was historically specific, it produced a condition that appears to perpetuate patterns established during, and characteristic of, the Cold War – beyond the official end of the Cold War. By implication, decision-makers in politics, business, and the policy apparatus would presume the prevalence of patterns that were endemic to the Cold War constellation of business, labor, and government, along with corresponding definitions of the functions and responsibilities of government, as integral to the design of early twenty-first century societies. Put differently, in the absence of a definite break with the political and economic patterns that took hold during the Cold War, the latter will remain as a central feature and organizing principle, continuing to define the perimeter of choices we perceive, the nature of goals we pursue, and the types of means we both employ and deploy.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

We survey and organize over fifty years of theoretical research on status and expectation state processes. After defining some key terms in this theoretical approach, we briefly describe theories and branches in the program.

We also focus on a few theories that illustrate distinct patterns of theory growth, using them to show the variety of ways in which the research program has grown.

The program structure developed from a single set of theories on development and maintenance of group inequality in the 1960s to six interrelated branches by 1988. Between 1988 and today, the overall structure has grown to total 19 different branches. We briefly describe each branch, identifying over 200 resources for the further study of these branches.

Although the various branches share key concepts and processes, they have been developed by different researchers, in a variety of settings from laboratories to schools to business organizations. Second, we outline some important issues for further research in some of the branches. Third, we emphasize the value of developing new research methods for testing and applying the theories.

These theories have been used to explain phenomena of gender, racial, and ethnic inequality among others, and for understanding some cases of personality attributions, deviance and control processes, and application of double standards in hiring.

Status and expectation state processes often operate to produce invidious social inequalities. Understanding these processes can enable social scientists to devise more effective interventions to reduce these inequalities.

Status and expectation state processes occupy a significant segment of research into group processes. This chapter provides an authoritative overview of ideas in the program, what is known, and what remains to be discovered.

This study examines the relationship between board composition and firm value, and the extent to which this relationship may be affected by a company’s investment opportunity set. There is little research that examines this issue, particularly for the New Zealand market. Of the research that exists, and generally for the research that examines how board composition affects firm performance, the findings have been mixed. Using a randomly chosen sample, which improves the external validity of results from prior studies, we find that board composition of high growth option firms is positively related to firm value, and this relationship is maintained when more refined measures that proxy the characteristics of outside directors (such as tenure of outside directors, the level of outside director equity ownership, the number of other board positions held by outside directors, and the total proportion of non‐executive directors, including grey directors) are recognised.