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Explores the concept “career ambitious” in the contexts of traditional corpocratic “male” and more recent “female” career development models. Traditional corpocratic career development models are premissed on the notion of linear hierarchical progression and, accordingly, encourage competition, this being the vehicle through which the individual reaches the much‐prized top rung of the career ladder. In this context, the career ambitious individual is fiercely competitive, viewing her or his career as a series of tournaments, and measuring her or his career success by objective measures such as salary, rank or promotion. In contrast, when adopting a more holistic women’s career development framework, in which the interplay between work, significant others, organizational factors and various life stages is acknowledged, the career ambitious individual is one who measures her or his success in both professional and personal arenas through subjective measures such as perceived degree of challenge, satisfaction or sense of growth or development.

To provide examples of qualitative research based on feminist epistemological assumptions. Such research re‐invents rather than recycles management theory, producing alternative understandings which speak to the demands of managing post‐corporate workplaces characterised by growing levels of diversity and rapid discontinuous change.

Reports on three feminist qualitative research projects. Describes research processes and outcomes which aim to reflexively attend to diverse voices and researcher and research participant subjectivities.

Provides tangible examples of empirical feminist qualitative research, including discussions of how the research was conducted, the nature of the findings and critical reflections on the extent to which the researchers' feminist epistemological assumptions were enacted.

The three research projects discussed have all been conducted within the Australian education sector. Accordingly, future research could focus on providing practical examples of feminist qualitative research approaches in the management field, in different international and industrial/sector contexts.

Provides management researchers with three examples of feminist qualitative research covering diverse topics including leadership, mentoring and ethics.

While there is a plethora of writing concerned with feminist research generally, there is a dearth of feminist research in the management field specifically. This paper's contribution therefore lies in providing tangible examples of feminist qualitative research in the management field.

The role of women in Europe Volume 97, Number 2 of European Business Review includes an article with this title by Marilyn M. Helms and Cynthia J. Guffey. They argue that with major events including the European Economic Community, German unification and the fall of the former Soviet Union, there is an increased reality of a large united Europe. With these societal and political changes comes change in the role of women. As the number of women entering the labour market increased, the effect of job equality must be investigated. Examines the role of women in the European workforce. Discusses areas such as promotion, mentoring, education, compensation and reform recommendations. Shows that four key economic, demographic, and organisational trends are creating positive effects for women in the European labour force.

The purpose of this paper is to introduce the literary authority of qualitative management accounting field research (QMAFR) and its interconnectedness with the scientific authority of this form of research.

The paper adopts a non‐positivist perspective on the writing/authoring of QMAFR. The paper illustrates its arguments by analysing how the field is written/authored in two well‐known examples of qualitative management accounting research, using Golden‐Biddle and Locke's framework as a way of initiating an understanding of how field research attains its “convincingness”.

The paper finds that these two examples of QMAFR attain their convincingness by authoring a strong sense of authenticity and plausibility, adopting writing strategies that signal the authority of the researcher and their figuration of the “facts”.

The paper argues for a more aesthetically informed consideration of the “goodness” of non‐positivist QMAFR, arguing that its scientific and aesthetic forms of authority are ultimately intertwined.

This paper has practical implications for informing the ways in which QMAFR is read and written, arguing for greater experimentation in terms of its narration.

The value of this paper lies in its recognition of the authorial and aesthetic nature of QMAFR, as well as it potential to encourage debate, reflection and changed practices within the community of scholars interested in this form of research.

This chapter discusses the findings of doctoral research into further education lecturers' and middle managers' perceptions of how Continuing Professional Development (CPD) in the sector is planned and implemented. Thematic analysis revealed that mandatory CPD is perceived to: involve conflicting purposes between those planning it and its recipients (deriving from divergent understandings of professionalism and the role of CPD among stakeholders); and be characterised as mostly generic, didactic, and ineffective, leading lecturers to compensate by engaging in additional, separate forms of CPD. This chapter demonstrates the value of practice-based doctoral study in enabling the voices of educators to be positioned at the centre of an exploration of their own professional learning.

The purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.

The study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.

HRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.

The research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.

The research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.

The research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.

The purpose of this paper is to explore the role of managerial values in improving the effectiveness of employee performance management (EPM).

The research has been conducted as a conceptual study, in which EPM criteria are compared to managerial values and the related maturity model. A thorough review of the EPM and values literature identified relevant and significant works.

Despite copious extant literature on EPM, the process is riddled with persistent problems, particularly concerning the manager’s enthusiasm to adequately implement EPM and its subsequent effectiveness. A managerial grounded values framework is, therefore, proposed. Using a circular approach that is assisted by a values maturity model, it serves as a charter that guides the supervisor’s actions, goals, choices, decisions and attitudes; principles that are very much at the heart of an effective EPM process. Curiously, managerial values and EPM have not generally been connected.

This values-based circular framework contributes to the effectiveness of the EPM process and thus to a positive EPM experience that motivates, enhances engagement and guides personal development. When enacted individual values and EPM are linked, they are argued to lead to sustained superior financial performance.

This study makes an important and novel contribution to the performance literature by using a values-based maturity model to improve the effectiveness of the EPM process.

This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.

We take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.

Drawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.

Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.

The study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area

The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.

The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed.

While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations.

Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.

A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt.

A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.