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The purpose of this paper is to examine the effects of two key team‐based pay characteristics – namely reward allocation procedures (i.e. reward based on norms of equity, equality or some combination of the two) and incentive intensity – on both the amount and type of help given to one another among members of outcome‐interdependent teams.

A total of 180 undergraduate students participate in a laboratory simulation with a 2 × 3 experimental design. Servicing virtual “clients,” participants receive pre‐scripted requests for assistance from anonymous teammates. ANOVA and hierarchical regression analyses are used to test the hypotheses.

Relative to equity‐oriented group‐based pay structures, equality‐oriented pay structures are found to be associated with both significantly more help giving in general and more of the type of help likely to enhance group‐level competencies (i.e. autonomous help). Incentive intensity strengthens the effects of reward allocation on the amount (but not the type) of help giving.

While the short time frame of the simulation poses a significant threat to external validity, the findings suggest that team‐based compensation practices may provide organizational leaders with an important tool by which to shape critical, helping‐related team processes, with potentially important implications for both team learning and performance.

Managers interested in promoting capacity‐building and helping among team members should avoid allocating team rewards strictly on the basis of the individual contribution.

This paper provides the first empirical findings regarding how alternative modes of team‐based reward distribution may influence key group processes among members of outcome interdependent teams.

Public procurement, as well as constituting a means of providing goods and services, also represents a powerful legal instrument available to contracting authorities to ensure compliance with secondary or noncommercial goals. Among these secondary objectives, equality between women and men may be highlighted. The possibility of integrating social concerns into public procurement is envisaged in the Community Directives on public procurement and has also been incorporated in the legal systems of various Member States. This paper studies the inclusion of social clauses on gender equality that appear in the different phases of a procurement procedure in the Spanish Public Procurement Law (Law 30/2007, 30th October, on Public Sector Contracts).

Deaf communities including the Irish one, often identify the status of their signed languages as one of the defining indicators of their social standings. Thus, social justice measures must be intertwined with the status of signed languages. The social justice issues for Deaf communities identified here are: access to media, recognition of signed languages and education. These issues are based on several research data and are described in brief. The purpose of this paper is to locate the situational position of Deaf communities in Ireland.

To understand the way in which a more radical model of equality would work for the Irish Deaf community, the author discusses an equality framework developed by the Equality Studies Centre in University College Dublin, with the aim of advancing understanding of what equality of condition would mean for Deaf people in relation to the access to media, recognition of signed languages and education.

The evidence from research and literature shows the serious disadvantaged position held by the Deaf communities in Ireland and other countries. The data presented alone show how both discrimination and disadvantages are largely due to negative perspectives on deafness. These negative perspectives are obviously influenced by historical, medical and religious factors.

The article raises awareness of the implications of different levels of equality on the status of signed languages. These levels, by default, affect the socio‐economic statuses of Deaf communities. It is obvious from this study that equality of condition is the best option for Deaf communities to achieve. This option demands a level of recognition and respect for signed languages, equal to that afforded to national and dominant languages. This would help to minimise the belief that signed languages are mere compensatory tools, which in turn, would create more egalitarian treatment for Deaf people who wished to pursue their main identity through the use of signed languages.

Introduction This article is concerned with Canadian federal government efforts to improve the employment status of women. It pertains only to the statutory efforts taken by the federal government to protect and promote equality in employment within the Canadian federal jurisdiction. In combination, these policies can be characterised as the technology for moulding and shaping an equitable work force for Canada.

Project marketing is the specific activity of companies selling projects-to-order. Interpersonal practice is known to be important in this type of marketing. While this interpersonal practice has been little studied, some previous research suggests that changes in the institutional macro environment have affected it. Therefore, the purpose of this paper is to study today’s interpersonal practice in project business and how the institutional environment conditions it.

Semi-structured interviews were conducted with marketing managers at project-based firms in different business sectors in France and Sweden. Data collection and analysis was informed by grounded theory.

The paper identifies three types of interpersonal practice in project marketing, referred to as the transactional, the work-based and the socializing. Changes in these are explained in relation to the three institutional logics identified in the data: the market institutional logic of business ethics, the corporate institutional logic of rationalization and the family institutional logic of gender equality.

Future studies can continue and broaden this work as it regards how the institutional conditioning of interpersonal practice varies with context.

By clearly categorizing the three types of interpersonal practice and their relative role today, companies can orient the activities of salespeople, business developers and other project marketers.

The paper highlights how business ethics and gender equality have changed interpersonal practices in project marketing.

The paper contributes to the current debate on project marketing by identifying three types of interpersonal practice and by illustrating how institutional logics condition and change these. The paper shows that extra-business activities are needed less than previous research has argued with regard to maintaining customer relationships in-between projects.

The purpose of this paper is to explore the claim that the tie-break criterion introduced under the Equality Act 2010 is not really positive action as is claimed by its government sponsors. It evaluates this claim by locating the tie-break into equal opportunities theory, taking into account merit considerations, and reviews its potential implications.

A conceptual discussion of the tie-break.

The paper concludes that the tie-break is not positive action, nor is it positive discrimination. It employs the framework established by Forbes (1991) and attempts to locate it in theoretical discussions of the need to refine merit to take identity characteristics into account. While it could serve to make a more sophisticated approach to merit possible it fails to achieve its implicit potential in this regard.

The paper is conceptual and will benefit from empirical support in the future.

Practically, the tie-break promises to add some greater clarity to the muddled understanding of equal opportunities and diversity that underpins much policy and legislation. As a result it will arguably prove hard to implement and will carry other associated problems.

Socially, the tie-break, mis-represented as it currently is, promises to create greater uncertainty around the nature and purposes of equality of opportunity. Consequently, it could exacerbate tensions and hostilities and promote significant resistance to “equality” measures.

This paper is an original conceptual piece that will shine a light on an important legal innovation. The tie-break is not what it is described to be and carries both potential and threat for advocates of equality of opportunity. In pursuing socially significant outcomes of this type, conceptual accuracy and transparency are vital, and this paper contributes to this endeavour.

Profiles Gunnar Myrdal, who was born in Sweden, but after his graduation from Stockholm University’s Law School, studied in Germany and England, before moving to the USA, where he was commissioned to make an in‐depth study of the ‘sAmerican Negro problem’s (1944). Equality was a recurring theme in his work, and as all great scientists, he told the truth, as he believed he saw it.

As in the case of Karl Marx where the scientist (thinker in equilibrium terms) must be separated from the revolutionary (man of action, thinker in disequilibrium terms), this article, using the same equilibrium versus disequilibrium approach, advances the thesis that there are also two Walrases — the pure scientist (theoretician) and the social reformer (a man of action). There is sufficient evidence to accept the hypothesis of two Walrases and this in turn helps to explain a number of ideas which otherwise appear as contradictions.

The neoclassical ethos is predicated on a goal of efficiency, which is assumed to be advanced through competitive markets where market-clearing wages are achieved when the demand for labor is exactly equal to the supply of labor. In such a market, there is no such thing as unemployment because wages either rise or fall until the demand for labor is exactly equal to the supply of labor. At the wage at which demand equals supply, all those willing and able to work at that wage will be employed. If more people are willing to work, the wage will fall further, thereby inducing firms to hire more workers, with the result being that the supply of labor once again equals the demand. Conversely, when firms are unable to hire as many workers as they would like, the wage rises to induce additional people to enter into the workforce until supply and demand are once again equal.