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This study frames the international disability movement – NGOs, foreign donors, and transnational networks focused on promoting the 2006 UN Convention on the Rights of Persons with Disabilities – as an organizational environment. As the movement expands into the Global South, it actively pressures local grassroots associations to adopt a new organizational model in order to become membership-based advocacy organizations. Many groups, however, are embedded in local civic environments that expect them to act as self-help and social support organizations. As such, grassroots associations are caught between two organizational environments, each promoting different models and practices.

This analysis draws upon 18 months of participant observation and 69 interviews gathered from a local coalition of seven grassroots disability associations in Nicaragua. This ethnographic approach is combined with sociological institutionalism, an analysis that emphasizes the way organizations conform to organizational models that spread across a field.

The local associations responded in a variety of ways to the advocacy model promoted by the international movement. Organizations either conformed, resisted, or developed hybrid organizational models on the basis of internal characteristics that determined how they straddled the two organizational environments.

This paper highlights the way international models may be ineffective in local environments that have civic traditions and lower levels of governmental capacity than found in the West. Some disability associations, however, will creatively combine local and international models to create new initiatives that make a positive impact in the lives of persons with disabilities at the grassroots.

One of the biggest challenges facing global organizations is the ability of leadership and International Human Resource Management (IHRM) professionals to capture the positive outcomes of a diverse workforce while fostering inclusion amongst its workers. New theory based upon optimal distinctiveness theory has challenged researchers to approach inclusion in a holistic manner, transcending political boundaries and cultural meanings of diversity to instead promote the uniqueness of individuals within-group belongingness. This chapter proposes a theoretical model that suggests leader capabilities such as global mindset can foster inclusiveness while reaping the benefits of unique backgrounds and diverse ideas. Two important individual-level outcomes of inclusiveness are presented: creativity and psychological safety. Also discussed are implications for strategic IHRM through recruitment, selection, talent management, and performance management activities.

We propose a model of multidomain leadership and explain how it drives leader and follower well-being and stress. Multidomain leadership engagement, or the application of leader knowledge, skills, and abilities across domains, results in either an enriching or impairing experience for the leader. The result is influenced by the leader’s self-regulatory strength and self-awareness, as well as the amount of social support and domain similarity. An enriching experience leads to increased self-efficacy, self-regulatory strength, and self-awareness, which in turn leads to increased leader (and subsequently follower) well-being and reduced leader (and subsequently follower) stress. Enriching experiences also tend to drive further engagement and enriching experiences, while impairing experiences do the opposite. Implications and directions for future research are discussed.

A growing body of literature suggests that creating a just sustainable society will require reorganizing economic arrangements and, in particular, rethinking work. Previous studies have recognized alternative organizations, such as cooperatives and intentional communities, as sites for building more democratic, sustainable models of work. This study contributes a description and analysis of work and sustainability at Twin Oaks Intentional Community, an 80-person income- and resource-sharing commune in Louisa, Virginia. Some measures show that Twin Oaks members live more sustainably in terms of energy consumption than the average US resident. In this article, I investigate the relationship between sustainability and work at Twin Oaks. I find that sustainable work is linked to the following key principles: broadening definitions of work, prioritizing community well-being, and democratizing decision making. In doing so, I contribute to previous literature on work, sustainability, and alternative organizations by suggesting that (1) sustainability in intentional communities is deeply intertwined with systems of work; (2) broadening definitions of work to include social reproductive labour contributes to sustainability; and (3) the democratization of work can further goals of sustainability.

This chapter examines the selling practices of street vendors at a popular weekend market in Washington, DC. I discuss the role of social and moral norms in vendors' behavior toward one another, customers, and their work. Vendor success in this marketplace over the long term is influenced not only by their products and sales skills, but also by their understanding and acceptance of an ethical framework partly shaped by stories they tell about each other. As such, this study illustrates the embedded nature of sellers in marketplaces, as opposed to theoretical notions of how abstract individuals are supposed to act in a decontextualized “market.” Furthermore, stories that arise from encounters between vendors and customers add value to the products people buy. Objects in this marketplace, then, gain value not only through the interaction of supply and demand, but also through buyer and seller interaction, which provides a narrative base for future communication.

With increasingly precarious work contracts, more remote work, and additional flexibility in the timing of the workday, the new world of work is creating both relational opportunities and relational challenges for modern workers. In this chapter, we pair recent research on human thriving with trends we observe in organizations' efforts to create and maintain a sense of community. Key in these efforts is a new kind of built environment – the coworking space – which brings together remote and independent workers and, increasingly, traditional employees as well. We show that in curating community, or perhaps even the possibility of community, coworking spaces may support the interpersonal learning and vitality that help workers to thrive.

This paper is about extraordinary performance in organizations. Our specific focus is unusual. We examine a context with which many readers are deeply familiar, the public school classroom. We consider the work of highly effective teachers and generate a framework of hypotheses about how they get extraordinary results. These hypotheses may contrast with the reader’s assumptions of what a public school teacher does. The framework may therefore provoke insights about how to create and lead high performing organizations in other contexts.

Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and operationalize global mindset in disparate ways, which creates problems for conducting empirical research as the disparity hampers the development of testable models. This article seeks to unify the different paradigms by introducing a third perspective from cognitive psychology that clarifies the process of mindset activation. We apply a process model of mindset activation to global mindset to build a theory of mindset switching relevant for global leaders. We operationalize global mindset as a dynamic process of mindset switching and suggest that the most appropriate mindset for a situation can be primed to activate. We also propose cosmopolitanism and cognitive complexity as antecedents to appropriate mindset activation and mindset switching. Finally, we suggest that mindset/situation congruence results in global leader creativity and boundary spanning. By applying the cognitive psychology literature to global mindset research, we clarify the process of global mindset and why it is important for leaders to understand how different primes might activate the most appropriate mindset. Our model provides a means for managers to become more cognitively aware of how they problem solve in a highly complex and multilayered world. This paper proposes a unique, dynamic model that captures dualities of global leadership. The model provides a new perspective of global mindset that is testable with existing measures and procedures.