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The purpose of this conceptual paper was to investigate the contribution of the “Pipeline”, as a metaphor for building theory about Women-on-Boards (WoB) in the Arab world.

Narratives about women's progress in Arab countries were collected from a range of sources and content was analysed to identify emergent themes about pipeline.

Themes were identified of the pipeline metaphor that explained phenomena and generated solutions to employ, retain and advance women to board directorships; from higher education (“bulging”/“bursting” pipeline) through employment (“leaking” pipeline) to boardroom (“blocked” pipeline).

Generalisation of these study results is limited by geographical context of this research. An implication is for further international studies on metaphor identification for women's progress.

Relevant metaphor-in-use required to generate company policy and praxis towards WoB in the Arab world.

The first academic study to investigate the value of metaphor for effect on women's progress in Arab countries. Novel metaphor identification is proposed to think and see women's experiences in cultural context.

The number of African American males entering the legal profession continues to remain stagnate, with only marginal increases during the past 15 years. Even though the intentional exclusion of African Americans from state law schools was declared unconstitutional by the U.S. Supreme Court more than 50 years ago, other “neutral” institutional policies and requirements have stifled the growth and development of African American males attending law school and advancing in the legal profession. Even with a number of legal victories, African American males have lost the battle to end institutional practices, which continue to exclude them from admission to law school.

After the closing of four of the five historically Black college and university (HBCU)–based library and information science (LIS) graduate programs (leaving only that of North Carolina Central University), there is a need to revitalize HBCU-LIS degree program pathways to increase racial diversity in LIS education.

This mixed-methods study entails survey and interview research with HBCU librarians. The researchers explored participants’ professional experiences and perspectives on creating partnerships between HBCU institutions and LIS graduate programs.

Participants demonstrated substantial experience, expressed high levels of job satisfaction, viewed pipeline programs favorably and believed that LIS can be strengthened through the inclusion of HBCU educational practices and students.

This study provides recommendations and a model for forging culturally competent and reciprocal HBCU–LIS degree program partnerships.

Community-led knowledge of HBCUs can disrupt rescue and deficiency narratives of these institutions. Such prejudices are detrimental to HBCU-LIS degree program partnerships.

Past HBCU-LIS degree program pipeline partnerships did not culminate in research or published best practices. This paper presents literature-derived and community-sourced guidelines along with a model for future initiatives.

The purpose of this paper is to provide a case study of the development and implementation of a diversity strategy to recruit, retain and promote more women to partnership positions at PricewaterhouseCoopers LLP, a global network of professional services firms. At PricewaterhouseCoopers gender diversity is a business issue, not a gender issue. The business case for gender diversity is undeniable and numerous studies underline the impact of women on the profitability of the organization. With women now representing half the workforce, the strategy now focuses on providing an environment that allows women to progress and to be successful in positions of leadership. This paper looks at the context and approach undertaken by the firm in addressing this issue, and the future implications in the context of both the firm's existing approach and the wider labor market and business environment.

This paper examines the global context and drivers for the firm's gender policy development, the stakeholders/sponsors, primary initiatives, approach to measurement and evaluation and progress to date. It specifically examines a number of examples of activities undertaken in this particular UK firm.

This case study examines the issue of gender equality at director and partnership level in a limited liability partnership environment.

The paper outlines practical lessons learned, and shares PwC's global research into how organizations can address the leaking pipeline of future female leadership.

PricewaterhouseCoopers' strategic approach to developing and advancing women in its firm has been frequently recognized in the UK by Opportunity Now, a membership organization for employers who are committed to creating an inclusive workplace for women, and Aurora – Where Women Want to Work, a service for women to research and compare organizations. It has also been recognized in the USA by the Catalyst research and advisory organization, which aims to build inclusive environments and expand opportunities for women, for its innovative, engaging and results driven approach. This paper provides practical insights and examples on the development and implementation of activities to address and advance gender diversity issues.

Historically black colleges and universities (HBCUs) possess an advantage in preparing students of color for the science, technology, engineering, and mathematics (STEM) workforce (Gasman & Nguyen, 2014; Upton & Tannenbaum, 2014). It has been suggested that implementing additional strategies to increase the availability, dissemination, and quality of information related to successful HBCU outcomes will allow HBCUs to sustain themselves into the future (Gasman & Nguyen, 2016). We discuss the use and benefits of a novel framework THRIVE Index tool (Byrd & Mason, 2020). THRIVE uses seven dimensions (e.g., Type, History, Research, Inclusion, Identity, Voice, and Expectation) to illustrate best practices of academic pipeline programs and increase the availability of HBCU success outcomes in a comparable format. Academic pipeline programs come in several varieties, but their goal is to propel individuals from one level of the academy to another and into the workforce. Using a common framework like THRIVE also allows for the creation of a clearinghouse of what successfully works for us at HBCUs from the perspective of HBCU pipeline program directors. We describe strategies for how this option for knowledge transfer to stakeholders (e.g. parents, corporations, educational institutions, etc.) can aid in long-term sustainability efforts like recruitment strategies and partnership efforts.

The purpose of this study is to address a practical question and problem: what can explain the small number of underrepresented racial and ethnic practitioners in the public relations industry? By placing race at the center of this study via critical race theory, the authors sought to answer the previously mentioned practical question. The authors focused on the undergraduate environment as a pipeline to the profession. The goal was to determine whether issues of race in the undergraduate public relations environment played a role in students’ ability to succeed in their public relations coursework and in their ability to secure internships, network with professionals, etc.

The authors interviewed 22 practitioners with five or fewer years of industry experience. The authors used email interviews to gather data from young professionals. Although email interviews are impersonal in nature, because of a lack of the use of social cues and non-verbal communication (Hunt & McHale, 2007), email interviews are more cost-effective, expand the range of participants that one could interview, and this method allows participants to reflect longer on their answers, which could result in more detail – whereby participants might share information they would not normally share face-to-face.

The findings reveal that half of the Latina, African American and Asian American participants noted that being underrepresented was not necessarily a hindrance to their academic success; rather, being underrepresented was uncomfortable for them at times, as they believed they had to prove themselves more than whites. Additional findings reveal that in terms of developing social skills for the profession, participants did not experience negative or positive effects of race. Findings are used to gain insight into how to increase diversity in the profession and to gauge the extent to which racial identity plays a role in public relations students’ collegiate development.

This study asks racially and ethnically underrepresented applied communication students to reflect on their experiences as undergraduates as a means of refining the undergraduate educational experience to make that experience more attractive for and conducive to academic success for current and future underrepresented applied communication undergraduate students. It's a first of its kind in that regard.

The purpose of this study is to examine the long struggle to increase diversity and inclusion in the leadership of large corporations. In spite of significant progress, women and minorities are still woefully under-represented. The extraordinary diversity of the Millennial generation (born between 1982 and 2004) should help accelerate change, but it is not believed that demographics on its own will dramatically improve matters. This viewpoint examines some of the underlying tensions around diversity in the workplace and suggests some approaches that could have a positive impact.

The paper cites a number of statistics from the secondary literature that demonstrate how, unfortunately, diversity still suffers periodic setbacks as well as improvements. It then examines the actual world of work to propose ways in which “inclusion” in the workplace and not just diversity in recruitment has a role to play.

In addition to the importance of a strong minority recruitment pipeline, the establishment of affinity networks and minority mentoring, the author also found that some routine business practices need to be carefully examined to see how they promote or defeat inclusion. These include the trend toward less formal meeting structures that can militate against diverse voices being heard; the need to create greater awareness around the tendency of men to interrupt women disproportionality; and the tyranny of teams in which individual credit is often obscured. By being conscious of these practices, their negative impact on diversity and inclusion can be mitigated.

The findings are the author’s own viewpoint and would need to be validated in controlled studies.

The best practices proposed would need to be adapted to fit well in different corporate cultures both geographically and by industry type.

If corporate leaders devoted sufficient attention to these day-to-day business practices, the author believes that they would see a noticeable increase in diversity and inclusion, leading to better productivity and more rewarding roles for women and minorities in the workplace.

While diversity and inclusion have been written about extensively, the author is not aware of any comparable reflections on best practices in the workplace of this kind.

There is growing interest in diversity in the environmental field. The issue has become more pertinent as country undergoes noticeable demographic changes. Researchers have been interested in diversity for sometime too. This chapter traces the evolution of research on diversity and the environment. It discusses the results of new studies examining students' attitudes toward their work in environmental organizations as well as their salary expectations. The chapter also analyzes the demographic characteristics of the leadership of environmental institutions as well as their hiring and recruiting practices.

The skillsets of science, technology, engineering and mathematics (STEM) graduates are widely recognised to be important for economic prosperity. At the same time, it is broadly accepted that in England there is a need to increase the number of people studying STEM degree courses and working in STEM. However, despite decades of interventions post-16, STEM participation rates remain lower than projected requirements. Some research reports suggest a lack of positive attitudes towards these subjects and aspirations amongst some social groups. As these debates continue, official reports such as those released by the Department for Education show these patterns from the labour market and higher education (HE) extend to both attainment and participation in science and math in school.

In this paper, the authors summarise the authors' findings from the analysis of official reports, policy documents and major research reports focussing on attainment in school science and math and post-compulsory STEM participation.

The authors identify the problematic ways in which STEM subject choices are made across the student life cycle and then discuss how the leaky pipeline metaphor can be ambiguous and needs to be used with caution.

Some aspects identified here warrant further research and will be of particular interest to researchers, practitioners and policymakers.

In this new report, the authors identify the problematic ways in which STEM subject choices are made across the student life cycle in England and then discuss how the leaky pipeline metaphor can be ambiguous and needs to be used with caution.

Interventions that have been successful in removing barriers to the success of women and people of color in corporate environments have not been afforded the same attention as the barriers themselves. This paper goes beyond the barriers to focus on successful interventions.Design/methodology/approach – Research on leadership issues is reviewed to determine the skills needed to pursue diversity in executive development successfully. Practical application is discussed.Findings – Common barriers to minority advancement include stereotypes about roles and abilities, the scarcity of mentors and personal networks, the lack of significant line experience and visible assignments, and, particularly for women, family responsibilities. Successful intervention methods include holding managers accountable for progress on diversity metrics, and training about diversity and associated attitudes and behaviors. Formal networks, mentoring programs, high potential talent identification and development, and work‐life supports can also help an organization's diversity efforts. The creation of a strong business case linking the desired managerial changes to business outcomes is necessary, but research indicates that this may not be enough. A sense of social responsibility and distributive justice – eliminating inequities and stereotypes as the right thing to do – may also have to play a role.Originality/value – Although the number of women and people of color are increasing in the executive ranks of corporate America, the numbers are quite small. Senior leadership and anyone charged with developing executive talent will benefit from comparing their current practices with those discussed in this paper. Without active leadership from senior executives, existing cultural norms and managerial attitudes will not change.