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A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain. Yet, there remains ambiguity as to what these elements are and how these permeations impact important outcomes such as role satisfaction and role performance. The authors introduce a multidimensional perspective of work–home boundary permeability, identifying five forms of boundary permeation: task, psychological, role referencing, object, and people. Furthermore, based on the notion that employee control over boundary permeability behavior is the key to achieving role satisfaction and role performance, the authors examine how organizations’ HR practices, leadership, and norms impact employee control over boundary permeability in the work and home domains. The authors conclude with an agenda for future research.

Human resources are of great importance to provide competitive advantage in tourism, which is a labour-intensive industry. It is seen that the level of organizational commitment of the individuals who have similar values with the organization they work for and who can fulfil the roles and duties they undertake and who can meet all their needs in return increases. Their level of alienation is also observed to decrease. Population of the study, which purposes to reveal whether organizational culture has any impact on the employees' perception of person-organization fit and their level of organizational alienation or not, constitutes 4- and 5-star hotels in service in the central district of Izmir province. According to the results, it was seen that hotel businesses had two types of organizational culture such as hierarchy and clan culture. In the hotels with clan culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. It was seen that workers alienated on meaninglessness dimension mostly. Similarly, in the hotels with hierarchy culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. Workers alienated from their organization on meaninglessness dimension mostly.

This chapter is an overview of the status of international education with regard to services for special needs students and more specifically learning disabled students in international schools. While some 1,000+schools describe themselves as international, being international does not necessarily describe the services provided to students and families, the philosophical stance of the school or school board, nor does it describe the intent of being international for teachers and students alike. International schools have a very mixed history of serving special education students. This chapter provides a review of the situation for learning disabled and special needs students in international schools, examines the current status of services and provides examples of sponsored projects, professional development programs and international schools created to embrace special needs students.

This chapter describes a two-year comparative study in two investment banking departments that investigated the relationship between identification, shared cognition, and group performance. The data replicates previous research that found a positive relationship between group members’ subjective experience of unity with their group, shared cognition, and group performance. However, in contrast to previous research, we found that identification did not facilitate but undermined such a subjective experience of unity. Identification, therefore, impeded shared cognition and group performance, as compared to an alternative way in which bankers experienced unity that we refer to as direct involvement.

Although extant theory has illuminated conditions under which organizations mimic each other in form and practice, little research examines how organizations seek to differentiate themselves from conventional forms. Our comparative ethnographic studies examine how the Burning Man and Open Source communities developed organizations to help coordinate the production of an annual temporary arts event and nonproprietary, freely distributed software. Both communities sought to differentiate their organizations from reference groups, but this was not a sufficient condition for sustaining organizational novelty. We found that the ability to pursue a differentiated strategy was moderated by environmental conditions. By exploring the organizing decisions that each community made at two critical boundaries: one defining individuals’ relationship with the organization; the second defining the organization's relationship with the market, we show how organizing practices were recombined from the for-profit and nonprofit sectors in unexpected, novel ways. This comparative research contributes a grounded theoretical explanation of organizational innovation that adjudicates between differentiation and environmental conditions.

Discrimination against workers because of their family responsibilities can violate federal law, yet scholars know little about the context surrounding perceived family responsibilities discrimination (FRD). This chapter investigates both the types of caregiving responsibilities that put workers at risk of FRD and the organizational contexts that give rise to perceived FRD.

We identify features of FRD which make detecting it particularly difficult and theorize the mechanisms by which caregiving responsibilities and organizational contexts lead to perceived FRD. We draw on data from the 2008 National Study of the Changing Workforce for our empirical analysis.

Caregivers who provide both child and eldercare are more likely to perceive FRD than caregivers who provide one type of care, as are people who experience high levels of family-to-work interference and who spend more daily time on childcare. Certain family-friendly and meritocratic organizational contexts are associated with lower perceived FRD.

We measure perceptions, not actual discrimination on the basis of family care responsibilities. Our research cannot pinpoint the factors which intensify or lessen actual discrimination, just perceptions of it.

By pinpointing the characteristics of organizations in which perceived FRD occurs, this chapter shows how organizations can create workplaces in which perceived FRD is less likely.

Although African markets have incorporated various selling practices originating from the West, there are still some selling practices that are indigenous to the African people and are widely practised by sellers across the continent. This chapter is an attempt at documenting those indigenous practices with the aim of providing managers, educators and policymakers of the continent with a reference document on what these indigenous selling practices are, how sellers invoke them in the course of transactions and the cultural values that guide these practices. Primary data were gathered from three countries representing western, eastern and southern Africa through observations, field surveys and in-depth and key informant interviews while literature was sourced for secondary data. The chapter identified street selling, haggling and credit-based selling as the major indigenous selling practices found among sellers in Africa. The cultural values that guide selling in the continent include respect, trustworthiness and kindness. The chapter displayed a framework to explain the subject matter and made some practical suggestions that are relevant for managers, educators and policymakers.