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Each member of the Journal’s Editorial Advisory Board reviews the state of empowerment in today’s organizations.

Discusses empowerment in terms of common misunderstandings. Everybody talks about empowerment these days and many company leaders claim to be practicing it, but there are a great number of managers ‐ and employees ‐ who do not really understand what empowerment involves. As a result, many problems have arisen as confusion over decision‐making authority and access to information reigns supreme. Lays out, in a straightforward manner, what empowerment is, common misconceptions around it, and a process for increasing the chances that employees will be empowered with success.

The authors present the application of the López-Fresno approach in designing an integrated management system (IMS) for an aviation company to the development of an IMS in a government-run organization responsible for the medical evaluation of work disabilities. The purpose of this paper is to share the design process, with the intention of showing that this approach is applicable to other sectors and proposing generalization and applicability strategies to other smaller government entities.

The study involves two phases. Phase I applies the López-Fresno approach to design a basic IMS-I and ends with a European Foundation for Quality Management (EFQM) evaluation, whose suggestions were taken into consideration for the final design of IMS-II during phase II. The data were obtained from the organization's own functioning. There was a significant degree of personal involvement by the authors, external consultants and members of the management committee in areas ranging from the approach itself to the various components analyzed.

The approach led to a better use of human and material resources and produced various advances in both internal and external communication and significant progress in employee motivation in their dealings with users and stakeholders.

The study offers guidelines and recommendations for designing an IMS adapted to small, compact, administrative organizations that operate with stakeholders with highly disparate outlooks and interests, with different quality levels, in a context related to competitiveness and economic development.

The purpose of this paper is to critically analyse the discourses of gender empowerment in South African organisations to determine the extent to which they reify or resist the entrenched oppressive gender binaries.

Multiple case studies design and critical discourse analysis were employed to collect and analyse the data. Research entailed critical analysis of 36 published documents containing information on gender and gender empowerment. Semi-structured interviews were also conducted with six transformation managers as change agents who are tasked with the responsibility of driving gender empowerment in the selected organisations.

The authors found that gender in studied organisations was insularly defined within the confines of the male–female gender binaries. Consequently, designed gender empowerment strategies and ensuing initiatives mainly focussed on promoting the inclusion of heterosexual women in and on protecting these women from heterosexual men. Thus, gender empowerment systematised heteropatriachy in organisational culture and processes while invisibilising and annihilating the possibility of existence of alternative genders outside these naturalised binaries. Transformation managers, as change agents, fell short of acknowledging, challenging and changing these entrenched ideologies of patriotic heterosexuality.

The paper uses Galting’s (1960) and Paul Farmer’s (2009) concept of structural violence and Rich’s (1980) notion of “deadly elasticity of heterosexual assumptions”, to theorise these gender empowerment discourses as constituting and perpetuating violence against queer bodies and subjectivities.

The paper recommends that corporates need to broaden their conceptions of gender and to design and entrench gender discourses that promote gender justice and equality.

This inquiry proves Joan Acker’s (2006) and Baker’s (2012) views that inequality and injustice are produced and entrenched in a reciprocal relationship between society and the workplace.

This paper focusses on constructions of gender in organisations. By doing so, it links the observed violence against women and gender binary non-conforming people in society with organisational discourses of gender that perpetuate such violence instead of challenging and changing it so that democracy can be realised for all.

This chapter focuses on the changing relationship between multi-level marketing (MLM) and religion. MLM originated in the 1950s in the United States out of a desire to make capitalism more humane. It was initially based on Protestant networks linked to prosperity theology, which among other things enabled it to grow internationally. Yet, comparing how MLM adapted to conditions in three different countries (South Korea, Haiti, and France) shows that its ability to break away from this controversial theology was crucial to its international development. It was then able to approach other religious movements, and even to secularize its values.

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

The focus of special education around the globe may be to provide specialized instruction to meet unique needs of children to help them achieve their full potential. However, each country around the globe may also have its own unique issues, barriers, legal frames, policies, and practices, as well as a history of its origin and evolution of policies and practices that govern special education in that country. This chapter describes how special education in Spain originated and evolved to its current state. It includes the following chapter sections: origins of special education in Spain; legislative acts; prevalence and incidence of various recognized disability areas; an overview of Spain’s education system including special needs education; current assessment and intervention practices; teacher education practices; family involvement considerations; and future challenges to special education.

The purpose of this article is to present how innovations in the social action program of a Spanish savings bank produce strategic changes in the organization.

The paper follows a historical approach, first studying Spanish savings banks in general and the Caja de Ahorros de Navarra (CAN) in particular. It then examines the strategic challenges that the CAN faced in 2002 and the organizational response through the “You choose, you decide” initiative. The implementation of the program is chronicled and results evaluated against strategic objectives.

In embodying the social action program of the CAN, the “You choose, you decide” campaign has successfully differentiated the bank. Customer‐stakeholders have acquired a high degree of identification with the bank since they now decide on the beneficiaries of the social action program as well as their level of prioritization.

This work is of special interest to bank managers who would like to incorporate CSR and increased stakeholder involvement into their strategic and differentiation objectives.