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Focuses on the Statistical Process Control (SPC) implementation phase in an effort to underline that SPC is not just control charts, and that many steps have to be accomplished before these charts are used. In addition, highlights the role of training and presents it as an ongoing process which involves everyone in the organization. These SPC implementation steps are not meant to be a checklist; they provide guidelines that can be modified in accordance with organizational‐specific requirements.

The inclusion of LGBTQ + persons (lesbian, gay, bisexual, transgender, queer and having other sexual orientations and gender identities) is a crucial step in improving gender diversity in the workplace; however, till date, it remains a significant challenge for human resource management professionals. The current study critically examines this issue of an inclusive workplace for LGBTQ + people through a systematic review of the existing research that has empirically studied their experiences at the workplace. It also examines the resistance and challenges organizations face in LGBTQ + diversity training and provides future research avenues.

For systematically reviewing the literature, Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) model has been used. A total of 101 empirical studies have been reviewed.

The result shows that LGBTQ + people encounter multiple negative workplace experiences, including proximal (hiring discrimination and housing discrimination) and distal workplace discrimination (unsafe work climate, microaggressions and harassment). These aversive experiences lead to work stress while also mandating that people manage their sexual identity and style of dressing. This stress, in turn, impacts their work–family outcomes, job satisfaction and decision-making with regard to their careers.

The paper provides a holistic understanding of the aversive workplace experiences encountered by sexual minorities.

Attempts to shed light on some of the leading works in the field of strategic planning. Presents the findings from research into the existence of strategic planning in United Arab Emirates business firms, asking whether any planning has relationships with feature or characteristics of the business and finding out who is involved in the process. Suggests that the prevalence is low and not seen as beneficial. Proffers some suggestions which may explain why this may be the case.

At one point in My Writing Life Neil Bell casually remarks of one of his novels: “All I had to do was sit down and let my pen rip: and let it rip I did to the tune of about 4,000 words a day for five or six weeks.” This is facility indeed, but almost certainly many will view such facility with envy tempered with disapproval. Writers boast or confess at their own risk. Trollope's reputation suffered when he confessed in his Autobiography that he worked to a scheme and by the clock and that he considered novel‐writing to be just another of the educated professions. Thereafter, to some literary snobs, he was little more than a self‐condemned journeyman. On the other side there was Stevenson who admitted that he had “played the sedulous ape” and that he took infinite pains in his writing. He thereupon became suspect as a mere weaver of words. It is a vicious world: confess and be damned.

SYMPATHY will be extended to our colleagues in the beautiful lands of Denmark and Norway, whose civilisation is so far in advance in all its political and social qualities of that of the invaders. Denmark has for years had a library service unequalled in Europe, in particular for its country services, and its town libraries have been administered with a liberality that becomes a country where a happy, cultured and lovable people dwell—or did so dwell until the catastrophe. Norway, too, has much the same liberality of spirit, and amongst its librarians are many who are valued personal friends of their British comrades, who have studied in our library schools and worked in our libraries. We hope they and their libraries will come through safely.

The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry.

In this study, 102 manufacturing organizations have been extensively surveyed, to assess the relative impact of different dynamic capabilities on various dimensions of strategic flexibility. The correlations between dynamic capabilities and strategic flexibility have been evaluated and validated by employing various statistical tools.

The research focuses upon the significant contributions of dynamic capabilities such as human resource capabilities, innovative capabilities, technological capabilities, alliance capabilities and research and development capabilities, towards managing flexibility at strategic level in manufacturing organizations.

This study provides the first empirical evidence of such a relationship with a relative choice between dynamic capabilities for managing strategic flexibility in large and medium scale organizations in India.