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This book offers theoretical frameworks and results of hundreds of empirical studies designed to investigate aspects of social identity dimensions of difference. Part I provides a foundation for examining social identity by defining it in terms of systems of power and hegemony, offering discussion of relationships between researchers and their participants (or, employees), and focusing on an ever-expanding literature which addresses the many ways that social identity dimensions overlap and intersect for individuals. Part II offers in-depth looks at specific social identity dimensions of culture, ethnicity, gender, sexual orientation, age, social class, physical and psychological ability, and faith/spirituality. As the final installment, Chapter 12 summarizes the book’s major themes. The message speaks to human resources and diversity managers in organizations as well as researchers; encouraging them to actively disassemble homogeneity at the top of organizations and to support enabling of all humans to reach their full human potential across organizations and in all social realms. Promoting and enabling social identity difference throughout organizations is no easy task due to multiple challenges. Indeed, incremental gains and small wins mean moving forward; the right direction.

This chapter proposes a comparative analysis of the monetary policies undertaken by the Federal Reserve Board and the European Central Bank after the 2008 subprime crisis. We point out the twin nature of the financial crises in Europe in comparison with the US crises: in addition to the role of bank funding, the euro area countries have also experienced a structural problem of balance of payment disequilibria. This explains why in the early stages of the subprime crisis, the Fed has succeeded in tackling the illiquidity problems facing the banking sector, while the ECB did not. The Fed could then focus on tackling the recession in the real sector by adopting quantitative easing policies to exert downward pressure on the long-term interest-rate. In the euro area quantitative easing policies came later, in 2013. Even the forward guidance policies have been different between the two central banks. Unlike the ECB, the Fed has gone through diverse forward guidance policies: qualitative, calendar-based, and state-contingent. The chapter proposes a new survey of the monetary policies after the subprime crisis by comparing two strategies in different contexts: the United States and the euro area.

This article draws on the literature on valuation and evaluation and the orders of worth framework to consider the process of knowledge commercialization from academia to practice. Based on the study of two knowledge commercialization projects in a business school, the study contributes by showing how the orders of worth framework may assist in understanding the assignment of worth to knowledge-based objects in the context of multiple and potentially competing systems of valuation. The study also adds to the literature on the orders of worth framework by showing how “composite objects” or “assemblages” that achieve compromise or synergy (i.e., mutual reinforcement) between different value systems may be constructed and potentially sustained.

Social identity shaped by sexual orientation is unique because it is invisible (as compared to age and some ethnic identities); a circumstance that may activate homophobia perceptions when an individual’s sexual orientation becomes fodder for speculation. Chapter 7 enjoins a wide variety of related issues in order to sharpen a focus on sex in the workplace; love and sex in the literal sense, as well as social identity shaped by sexual orientation, sex-based discrimination, sex as political action, and important ways that sex intersects with other social identity dimensions including age, gender, ethnicity/race, and socioeconomic status. An important distinction made throughout the chapter is the degree that protections are offered to various groups with regard to sex and work. These protections (or lack of them) are critical for gays, lesbians, bisexuals, the transgendered, and queer or questioning people who consider whether or not to disclose information about their sexual identity at work.

While many multinational corporations have adopted policies or guidelines and implemented programs to communicate an inclusive perspective on sexual identity in the workplace and to promote diversity training for all employees, too few workplaces around the globe offer legal protections for workers relative to sexual identity. People are subject to workplace discrimination whether they are gay or lesbian, or simply appear to be so and sexual harassment according to gender remains a fixture of organizations. To explore the organizational research on sexuality, Chapter 7 attends to subthemes of: love, lust, and sex-based harassment in the workplace; how organizations address sexual orientation and sex-based harassment in the workplace; managing one’s sexual identity in the workplace; and intersectionalities of sexual identity with ethnicity, gender, and social class.

Answering to calls for further contextualizing global leadership, this study investigates power dynamics and cultural identities in global leadership in an African context. We took a grounded theory approach to investigate how a specific cultural context shapes assets and liabilities of global leaders. Drawing on our data comprising semi-structured interviews of managers of multinational enterprises operating in Ghana, we identified key assets and liabilities for being local or foreign in one’s global leadership role. Furthermore, we theorize four specific styles of leadership leveraging: identity leveraging, power leveraging, juxtapositional leveraging, and temporal leveraging. Finally, we integrated the above-mentioned elements and proposed a framework of contextualized assets and liabilities which illustrates how specific cultural context affects the assets and liabilities of localness and foreignness for global leaders, and how these assets and liabilities constitute the four styles of leveraging in such context. Implications of our findings for research and practice are discussed.

Working to improve organizations is the mainstay of organization development (OD) practice and includes figuring out the sources of workplace disruptions and dysfunctions. Casting aside the focus of most change-management initiatives, the organization, organizing intelligence (OQ) relies on paying attention to what people actually do, making meaning of complex, messy human-social organizing activities, in the interests of fostering productive workplaces. Resting on dialog with and among participants “feeling their way” as they organize their work, OQ is an exercise in synthesis rather than analysis. A holistic understanding of organizing activities is helped by exploring the roles of a triad of closely interwoven factors – organizing structures, work-practices, and relationships – in how people get things done, while understanding how these are interconnected. This chapter examines why the capacity for OQ matters, why and how OQ differs from widely practiced, technically framed, organizational analysis, and what distinguishes people with OQ from those with a more conventional interest in organizational change. A case study of the Dutch home-nursing organization, Buurtzorg, illustrates OQ in practice. With small groups of nurses who self-organize, this is a structure that changes both the way people work and their relationships, to the benefit of nurses and the quality of life and care of their patients, while reducing costs; clearly an example of a more productive workplace.

In this concluding chapter, we discuss insights and reflections from our invited contributions on the COVID-19 pandemic and derive areas of meaningful future research to advance the global leadership domain. Specifically, we call for (1) strengthening the link of the global leadership domain with related research fields, (2) expanding our view on what are necessary global leadership competencies, (3) moving beyond individual global leadership toward a more collective and collaborative understanding of the phenomenon, (4) further enhancing the growing field of responsible global leadership, (5) examining the various competing tensions that global leaders need to balance, and (6) engaging in greater reflexivity among global leadership scholars ourselves.

Marriage is a social institution that integrates individuals to form families. Yet, the social embeddedness of married couples is surprisingly rarely examined, particularly for remarriage. Drawing from multiple datasets, this chapter shows that before marriage, remarried dyads are socially less embedded than their continuously married counterparts; after marriage, their social relations rely more on the spouse. First, with the attrition of close associates over the life course and the disruption in social network due to divorce, individuals tend to look outside their networks and at less conventional venues, and to adopt dating strategies involving fewer contacts from existing network, resulting in greater socio-demographic heterophily in remarriage. Second, such dating strategies and the greater socio-demographic heterogamy imply socially invisible wedding ceremonies for remarried couples. Third, remarried individuals’ social networks, in the absence of spousal ties, remain as fragmented as those of the divorced in terms of network characteristics such as density, volume of contacts, and emotional closeness. A remarried individual’s network is akin to that of the divorced plus a spouse. Compared to first marriage, the spouse is much more prominent in the social relations of remarried individuals.