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The design and introduction of new pay programs may be particularly challenging for multinational corporations (MNCs) because, given their diverse employee base, they face varied employee expectations regarding pay. We offer a model of how national cultural norms affect employee expectations for, and judgments about, pay fairness. We also describe how firms can best use two international compensation strategies for MNCs (a global integration strategy and a local responsiveness strategy) to optimize employees' justice judgments regarding new pay programs. More favorable justice judgments should improve the chances of new pay program survival and, subsequently, contribute to firm competitiveness.

The purpose of this paper is to propose a proactive public policy approach to complement relatively reactive existing policies addressing gender‐related employment disparities in the USA, and to provide an initial empirical illustration of the proposal.

The paper provides a conceptual application of theories of total quality management (TQM) to the topic of gender‐related employment disparities, followed by an empirical illustration using US Current Population Survey data and a gender equal employment opportunity (EEO) scorecard.

Using the TQM framework, company outliers were conceptualized on the EEO scorecard as “special” causes of economy‐wide equal employment variation and the industries in which companies are situated as “common” causes. The paper identifies two underperforming industries on gender‐related employment outcomes: Mining and Construction, and Transportation, Communication and Utilities.

Further conceptual work on the application of TQM to gender disparities in employment is recommended. Also, the study considered broad industry categories; future research should refine these categories further.

It is recommended that US enforcement agencies incorporate industry considerations more explicitly into their activities. Employer insights may be beneficial to improving equal employment opportunity performance at the industry level.

The application of TQM theory to the topic of gender‐related employment disparities is a novel approach that may motivate new public policies.

There is increasing concern about the environmental aspects of business and production processes, and many companies have chosen to implement environmental management systems (EMSs). The purpose of this paper is to examine whether change management efforts improve the perceived success of EMS implementation.

The paper analyzes empirical survey data using hierarchical regression analyses with a sample of mid‐level engineers and managers in manufacturing facilities.

Change management efforts appear to enhance the perceived environmental performance of manufacturing establishments, primarily driven by top management support for EMS implementation and efforts to institutionalize the EMS.

Results are generalizable to large manufacturing facilities implementing EMSs. Results should be replicated with a larger sample and using measures of actual environmental performance.

Change management techniques can enhance the environmental performance outcomes of EMS implementations.

Change management concepts have been neglected in examinations of EMS implementation outcomes, and they may help explain mixed findings on EMS success to date. The findings suggest that change management efforts can enhance the value of firms' EMS implementations.

As the new mellinum approaches, discussions of the nature and emerging rules of global competitiveness assume greater importance. These discussions are gaining more political currency because competitiveness, however measured, centers on human development, growth and improved quality of life. For a society, improved competitiveness translates into new jobs and better living conditions. For a company, competitiveness means the creation of new growth options that create value for shareholders. Wealth creation is the engine of economic growth and a mainspring of innovation.

Under this heading arc published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Memoranda of the United States National Advisory Committee for Aeronautics and publications of other similar Research Bodies as issued

Universities are large, complex and highly hierarchical organisations with deeply engrained gendered values, norms and practices. This chapter reflects on the experiences of two universities in initiating structural change towards gender equality as supported by the TARGET project. A common aspect thereby is the lack of a national policy in higher education and research providing specific support for implementing gender equality policies. The process of audit, design, implementation, monitoring and evaluation of the first gender equality plan (GEP) in each of these universities was conceived as a first step in a long journey, providing a framework for engaging different institutional actors and fostering reflexive, evidence-based policy making. The analysis deals with reflexivity and resistance and seeks to draw lessons from bottom-up and top-down experiences of GEP implementation. It is the result of shared reflection between the GEP ‘implementers’ in the two universities and the team who provided support and acted as ‘critical friends’.

The purpose of this study is to explore the struggle for entry and career success of the early pioneer women accountants in Great Britain and its former colonies the USA, Canada, Australia and New Zealand.

A career crafting matrix guides the analysis of historical information available on five pioneer women accountants in order to understand their success in gaining entry into the profession and their subsequent careers.

Despite an exclusionary environment, career crafting efforts coupled with family and organizational support enabled these women to become one of the first female accountants in their respective countries. Their struggles were not personal but much broader—seeking social, political, economic and professional empowerment for women.

This is the first paper to utilize the career crafting matrix developed from current female accountants' careers to explore careers of pioneering female accountants. It adds to the limited literature on women actors in accounting and may provide insight into approaching current forms of difference and discrimination.

Coming from a long tradition of Quaker beliefs, Mary Parker Follett advocated for an integrative unity in the organization or state where members work together, consensus is built, and power is shared. She applied her process of integration to management practices in both business and government. Parker Follettʼns communitarian ideas and philosophy of smaller more participative government have often run counter to administration and managementsʼn focus on regulation and centralized power. This has contributed to the benign neglect of Parker Follettʼns work in the administrative and management literature. Parker Follettʼns work has been lost and found repeatedly over the past half century. In the rapidly changing and uncertain times of the new millennium we need once again to rediscover her holistic and healing approach to administration and management.