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The purpose of this paper is to explore how entrepreneur-mothers experience independence in the transition to entrepreneurship, and whether they perceive independence as an agentic, opportunity-maximisation motive or a constrained, necessity-driven response.

Adopting a qualitative and interpretive approach, the authors analysed interviews with 60 entrepreneur-mothers to refine conceptual understanding of independence.

The authors find that entrepreneur-mothers experience independence not as an opportunity, but as a functional necessity in managing the temporal and perceived moral demands of motherhood. The authors assert that there is a fundamental difference between wanting independence to pursue a more autonomous lifestyle, and needing independence to attend to family obligations, a difference that is not adequately captured in the existing conceptualisation of independence. Consequently, the authors propose the classification of “family-driven entrepreneurship” to capture the social and institutional factors that may disproportionately push women with caregiving responsibilities towards self-employment.

This paper proposes that a new category of entrepreneurial motivation be recognised to better account for the social and institutional factors affecting women’s entrepreneurship, enabling policymakers to more accurately position and support entrepreneur-mothers.

The authors challenge the existing framing of independence as an agentic opportunity-seeking motive, and seek to incorporate family dynamics into existing entrepreneurial models.

This paper delivers much-needed conceptual refinement of independence as a motivator to entrepreneurship by examining the experiences of entrepreneur-mothers, and proposes a new motivational classification, that of family-driven entrepreneurship to capture the elements of agency and constraint embedded in this transition.

This paper aims to explore emerging issues in the application of the “dual agenda” model of gender equitable organisational change aimed at improved work life outcomes in two large Australian organisations.

The research project used the collaborative interactive action research (CIAR) methodology that underpins the dual agenda change approach. Within both organisations, a multi‐method approach was used, including formal interviews, focus groups and ethnographic‐style observation and interaction, as well as the analysis of a wide range of organisational documentation. The paper focuses on the challenges both for the researchers and the organisations in keeping gender on the agenda, drawing on the identification of work practices and work‐life policies that impede organisational effectiveness and gender equity and the subsequent work culture diagnosis for each organisation.

The way in which the “gender problem” within an organisation is framed is strategically important. An understanding of “gender” as “women” not only marginalises gender equity as a business goal and its links with organisational effectiveness, but also works to silence men's interests in better work/life outcomes. A refocusing on the “ideal worker” was found to be more inclusive not only of men but also valuable in highlighting the ways in which organisational work/life policies may be undercut by business pressures and long hours, poor job design or management discretion. However, challenges remain in linking gender equitable organisational change to organisational effectiveness, especially in organisations which are restructuring and contracting in size.

Provides a frank account of the challenges in making the links between gender equity, organisational effectiveness and work life issues that is valuable for both academics and practitioners. The “dual agenda” approach is methodologically important as it engages both “outsider” academics and “insider” organisational members in an action research process directed at gender equitable organisational change.

The purpose of this paper is to understand how the “right to request” flexible working arrangements (FWAs), located in national policy and in organisational policy contexts, are brought to life in the workplace by employees and their managers. The authors seek to understand the nature and content of requests, the process followed in attending to requests, the scope of the arrangements which resulted and the implications for the work of both employees and managers.

The authors employ a case study method, investigating how formal “right to request” FWAs policies translate to practice within two large companies in Australia. The primary data focuses on 66 in-depth interviews with line managers, employees and key organisational informants. These interviews are triangulated with legislative, company and union policy documents.

Most requests were made by mothers returning from maternity leave. Typically their requests involved an attempt to move from full-time to part-time hours. The authors found a considerable knowledge deficit among the employees making requests and a high level of informality in the processing of requests. As a result, managers played a critical role in structuring both the procedure and the substantive outcomes of FWAs requests. Managers’ personal experience and levels of commitment to FWAs were critical in the process, but their response was constrained by, among other things, conflicting organisational policies.

The scale of the empirical research is possibly limited by a focus on large companies in the private sector.

The authors provide insight into the implementation gap between FWA policy and practice. The authors make suggestions as to how to make “right to request” policies more accessible and effective.

The “right to request” flexible working is an issue of critical importance to families, employees, managers, organisations and economies.

“Right to request” FWAs are relatively new in legislation and policy and thus the authors have an incomplete understanding of how they operate and come to life at the workplace level. The authors show a significant implementation gap between policy and practice and point to some of the critical influences on this. Among other things, the authors build new insight in relation to the interaction of formal and informal and the role and place of the direct manager in the process of operationalising the “right to request”.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper comments on the understanding and use of “right to request” flexible working arrangements, from both an employee and manager/organization perspective. There was a considerable knowledge deficit among employees making requests for flexible working, and also among their managers, and a high level of informality in the processing of requests. Managers play a critical role in structuring both the procedure and the substantive outcomes of flexible working arrangement (FWA) requests. Managers’ personal experience and levels of commitment to FWAs are critical in the process.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Examines the tenth published year of the ITCRR. Runs the whole gamut of textile innovation, research and testing, some of which investigates hitherto untouched aspects. Subjects discussed include cotton fabric processing, asbestos substitutes, textile adjuncts to cardiovascular surgery, wet textile processes, hand evaluation, nanotechnology, thermoplastic composites, robotic ironing, protective clothing (agricultural and industrial), ecological aspects of fibre properties – to name but a few! There would appear to be no limit to the future potential for textile applications.

We are the midst of accelerated change in the academic workforce. Academic roles, being a resilient mixture of research and education, are differentiating. An education-focused academic role, rather than one solely focused on disciplinary research, is gaining credibility and value. With the rise of the education-focused academic roles, questions are being raised about whether this new form of education-focused academic will continue to be overly represented by women in a new form of “women's work.” In the next decade, as academic roles continue to differentiate, care needs to be taken not to repeat the practice of the last 100 years which has seen gender bias continue. We will present four profiles of education-focused women academics, the snakes and ladders in their careers, and the strategies needed to ensure that women progress with equal recognition in these complex but exciting times.

The purpose of this paper is to investigate the relationship between board composition and firm performance variance in the context of recent corporate governance reforms, based on the agency and organisational literatures.

This paper uses 384 of the top 500 Australian companies as its dataset. Board composition measures include the percentages of affiliated, executive and independent members on the board. Firm risk is represented by the standard deviation of shareholder return. Several control variables are introduced in the regression analysis.

The results show a negative impact of executive directors on subsequent risk. Affiliated and independent directors, however, have no significant effect on the level of performance variance. Blockholders give a positive influence on firm risk. Moreover, companies with poor dividend payout or low managerial shareholdings tend to be riskier.

This paper does not examine the actual risk preference of individual directors, which could involve an attitudinal survey of board members. Future research may also examine the specific attributes towards risk for each type of affiliated directors.

The findings cast doubts on the hope that promoting board independence would reduce agency conflicts relating to managerial risk aversion, and support the proposition that, although firms may comply with the demands for more independent directors, they could employ a number of tactics to neutralize the power of outsiders.

The empirical work surrounding this topic has been scant. This study may present the first Australian empirical evidence on the relationship between board composition and firm performance variance.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.