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After outlining the unique functions of the Lending Division, the paper explains the interaction between it and the British Library as a whole. Policy‐making in such an organisation is complex and this is achieved by a series of meetings ranging from the British Library Board, which deals with major decisions for the whole Library, through senior management at the Lending Division holding regular meetings to discuss all aspects of its work to meetings between junior management with their staff, where minor and major problems can be ironed out. The staff structure of the Lending Division emphasises the low ratio of senior to junior staff. Because of its size and uniqueness the Lending Division pays particular attention to communications both within and without; internally this is achieved by meetings between various grades of staff and a Newsletter, externally by a number of publications, participation in conferences, extensive advisory machinery and the publication of its own journal.

Research has not yet examined how paid labor performed at nontraditional hours may factor into women’s perceptions of the fairness of the division of household labor. Here we specifically examine how being employed during nonstandard hours alters the relationship between the division of household labor and wives’ perceptions of the fairness of this division of labor.

We analyze data from the National Survey of Families and Households using multinomial logistic regression.

We find that over-work in household labor has a weaker effect on perceptions of unfairness for wives who work nonstandard hours than for wives who work standard hours. This interaction effect, however, is partially mediated by husbands’ time in feminine-type chores.

The cross-sectional design does not allow us to draw causal conclusions. Future research would benefit by considering how movement in and out and nonstandard work affects perceptions of fairness of household labor.

Our findings suggest that one way that the gender revolution has stalled is through women’s participation in the service economy since this participation is positively associated with their husbands’ hours in routine chores, which women particularly value. Thus, women may continue to perceive fairness in the home, despite objective inequality, because their husbands are spending more time in feminine-type chores, as necessitated by women’s participation in work at nonstandard times.

Drawing upon prior work in cognition, organizational learning, strategy, and organization theory, a multi-level, longitudinal account of change in core competence is presented. The central concern addressed is how knowledge passes from “individual” to “organizational,” and how insight present in one part of the organization comes into broader currency. Data from a mature industry firm form the foundation for a depiction of change as a cognitive process involving multiple individuals, groups, and levels within the organization. Speculative propositions and a process model are presented.

Schiff and Hoffman (1996) found evidence that nonfinancial measures explain more of the variance in evaluations that focus on individual retail department managers while financial measures explain more variance in evaluations of the overall department. These findings are consistent with Attribution Theory, which holds that evaluators of performance ascribe cause to individual or environmental factors as they make judgments. This study expands this research by being the first to examine whether financial and nonfinancial measures affect multidivisional balanced scorecard performance evaluations differently when the focus of the evaluation is on the individual division president versus when the focus is on the overall division. The results of this study suggest that when evaluating individual performance, nonfinancial measures clearly affect the performance evaluations more than financial measures. When the focus is on the division, the influence of nonfinancial and financial measures is not differentiated. Additionally, the results suggest that the participants perceived nonfinancial measures to be more controllable than financial measures.

Strategic change and managerial cognition are closely intertwined. However when data on a specific case of delayed strategic change involving multiple levels of an organization are presented, questions are raised about the application of a managerial cognition framework. This commentary attempts to reconcile some of what is currently known regarding managerial cognition and how a cognitive model is induced from a case study on strategic change in the James Division of Warren Corporation. Alternative interpretations of the data are introduced and directions for future research using the induced theory are suggested.

Women perform the majority of household labour in many families around the world. However, the unequal division of household labour does not lead to dissatisfaction among women. In the present study, the author introduced the intergenerational household assistance to understand married women’s and men’s satisfaction with division of household labour in China, in addition to three major theoretical perspectives in studies of western families (i.e., relative resources, time availability, and gender role ideology). Logistic regression analyses on a nationally representative dataset (the Second Wave Survey of Chinese Women’s Social Status) were performed to study this topic. Consistent with studies in the West, the results show that relative resources, time availability, and gender ideology were associated with married Chinese women’s satisfaction, while married Chinese men’s satisfaction was only associated with time availability (the household labour done by them and their wives). Importantly, married women with parents-in-law’s household assistance tend to be more satisfied than those with help from their parents. The findings demonstrate that Chinese marriages are intertwined with intergenerational relationships and suggest that it is important to take into account of the influence of intergenerational relationships in studies of Chinese marriages.

This chapter opens up a question central to the mission of the business in society field as it has evolved since the formation of division in the Academy of Management (AOM): What are the (future) distinctive competencies of business in society scholarship? We first empirically demonstrate that core topics to the business in society field, as represented by the Social Issues in Management (SIM) Division of the AOM, are now disseminated broadly throughout the management academy, represented by AOM. We call this dissemination the popularity paradox, because it demonstrates that SIM is not well connected with other divisions, that is, sub-disciplines of management despite that they are now regularly dealing with its core questions. Given that SIM’s (and business in society’s) traditional foci are now widely dispersed, the authors argue that it is time for business in society scholars, with SIM as proxy, to begin tackling new core issues that put growing civilizational threats around sustainability and the consequent need for system change and transformation front and center. In a sense, the authors argue that business in society scholars need to return to their roots of seriously questioning the roles and functions of businesses in society through a critical lens that asks and seeks to answer – today’s emerging new and tough questions, though the questions now emphasize the sustainability of human civilization as we know it.