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In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

This study aims to offer a strategic management response to societal disruptions of the magnitude triggered by the agricultural, industrial and information revolutions. These pose challenges that are much greater and different in kind than the industry-wide disruptions that businesses have learned to manage. Pandemics, climate change, biotech and artificial intelligence guarantee that such societal disruptions will be an inescapable and recurring reality.

The paper builds on the strategic management responses to wicked problems, which possess in microcosm the chaotic ambiguity that characterizes societal disruptions.

The authors propose a management process that affirms a sense of identity, identifies robust actions, adopts a real-options approach and uses a platform organization.

The primary limitation is that the recommendations and findings are extrapolations of organizational practices in analogous situations. No examples of formal management processes specifically designed to address societal disruptions were identified.

The practical implications are significant. The specific recommendations in the paper directly address strategic management practice in organizations.

The social implications are integral to the motivation of the paper as it describes the intrinsic characteristics of societal change and transformation, enabling organizations to interact with society on a dynamic basis.

While there has been growing interest and research into business and industry disruptions, the challenge of societal disruptions, which is the focus of this paper, has not been directly addressed.

This paper seeks to explicate the strategic contribution of the corporate communication/ public relations function (PR) to enterprise strategy development at macro‐organisational level with the aim of contributing towards its institutionalisation.

The approach takes the form of a literature review and conceptual analysis, reflective PR paradigm and corporate social performance approach.

Enterprise strategy is the suggested mechanism and a relevant strategy process for incorporating societal and stakeholder expectations, values, norms and standards into the organisation's strategy development processes. Enterprise strategy explicates corporate communication/PR's strategic contribution at the macro‐organisational level. Societal expectations, values, standards and norms are expressed through concepts such as CSR, corporate governance, good corporate citizenship, sustainability, and the Triple Bottom Line; manifest through non‐legislative measures such as the Global Sullivan Principles of CSR, the Global Reporting Initiative, the Social Responsibility Investment Index of the JSE, as well as voluntary codes such as the Cadbury Report (UK) and the King Reports I, II and III in South Africa (SA); and are addressed through legislative measures such as the Sarbanes‐Oxley Act (USA) and the Employment Equity/Broad‐based Black Economic Empowerment/Financial Intelligence Centre Acts (SA).

This article addresses the dearth of literature on enterprise strategy and corporate communication/PR's strategic role at top management level by conceptualising enterprise strategy and explicating corporate communication's strategic contribution within its framework – indicating corporate communication's focus to be on the social (People) and environmental (Planet) pillars of the Triple Bottom Line approach, rather than its financial aspects (Profit).

Big 4 professional services firms increasingly lay claim to recruiting and including staff of diverse genders, cultures, ages and sexualities. Drawing on Foucauldian insights, this study explores how LGBTIQ+ staff navigated shifting technologies of client power, at the time marriage equality was legislated in Australia.

This article explores changing experiences of LGBTIQ+ staff and allies, through 56 semi-structured interviews undertaken through 2018–2019.

Technologies of client power were central to shaping workplace experiences for LGBTIQ+ staff. However, each firm was also keen to carve unique and bold responses to changing societal attitudes regarding sexuality and gender. These progressive moves did not sit comfortably with all clients, and so this article provides insight into the limitations of client privilege within professional services firms. For staff, this increasing complexity of sometimes opaque, contradictory and shifting technologies of client and firm power, enabled agency to explore a sense of self for some, but continued to exclude others.

Little attention has been directed to exploring challenges for staff of sexual and gendered diversity within professional services firms, or to exploring how staff navigate changing perceptions of client power.

Explains Inglehart’s theory that in advanced industrial societies, individual values have moved from materialism to a greater emphasis on freedom, self‐expression and the quality of life, or “postmaterialism”, and observes that postmaterialists want to work with people they like and to do interesting work rather than have a high salary or job security. Applies Inglehart’s theory of societal value change to assess a police organizational reform. Conducts a survey of the Washington State Police. Finds that command staff show the highest profession of postmaterialist values and troopers show the lowest. Believes leadership turnover is more likely than conversion to new values to bring about management commitment to community policing.

Cambodia's tourism sector has increasingly been playing a crucial role and is the key to the country's socio‐economic development. The purpose of this paper is to investigate how value changes in Cambodian society affect development of the tourism industry and to evaluate the events having potential impact on tourism market development.

The Delphi qualitative forecasting technique has been utilized in a variety of settings as a powerful market research tool. In this empirical study, the Delphi method is utilized to predict the future tourism and hospitality scenarios for Cambodia from 2005 through 2020, as well as their marketing policy implications at regional and national levels. A representative sample of diverse groups of Cambodia tourism and hospitality industry experts were pooled for data collection.

The study results indicate that experts predict more structural changes will be taking place in the tourism and hospitality industry. An interesting study finding is that most of the tourism and hospitality events will take place in the medium and long‐term horizon. It is predicted that there will not be much change in value orientations of Cambodians, except for significant change in high value of materialism and interactive learning and cultural exchanges.

The research offers implications for tourism researchers, the Cambodian government tourism ministry, as well as tourism industry actors.

The paper offers greater insights into the working of qualitative forecasting in the development of tourism market planning in emerging markets.

This paper seeks to consider the interaction between corporate brands and organisational cultures within less successful UK financial services organisations to provide guidance about better managing corporate brands.

A total of 41 in‐depth interviews were conducted within less successful UK financial services organisations from a grounded theory standpoint.

Given the link between culture and employee behaviour and the criticality of employee behaviour in services brands, organisational culture was perceived by managers and staff as being key to brand success. However, amongst the corporate brands studied, the cultures were not brand‐supportive and a misalignment was noted between culture and brand. The study found that the organisational cultures were confusing and inconsistent, were undergoing a process of change, were focused on quantitative performance targets, were averse to innovation and in one case were unnecessarily “tough”.

The results highlight the need for managers to be attentive to the consistency and congruence between values in the organisational culture and corporate brand, to ensure that cultural change is managed appropriately, to adopt a holistic approach to brand management and to empower employees. A model is posited of the cultural pitfalls to avoid when managing corporate brands.

The value of the paper is that it can help financial services brands achieve their potential by allowing them to manage the interaction between culture and brand so as to optimise brand performance by avoiding the pitfalls encountered within less successful brands.

The study is positioned at the crossroads of transformative social marketing and social innovation literature through the lens of participatory design (PD). This exploratory study aims to explore how social enterprises in India engage economically marginalized people in transformative social marketing and innovation for sustainable development through PD.

The study includes a case study with a matched pairs analysis approach. The data analysis reports three themes depicting the role of PD in different stages of the social innovation process (codiscovery, codesign and scaling-up), the challenges faced in the process and the outcomes of the PD process.

The authors propose that social enterprises can act as sustainable development catalysts for more inclusive sustainable development through their proactive and creative uses of PD. Still, PD also has limitations for addressing the challenges stemming from marginalized contexts, which requires effective social marketing strategies to overcome.

The study contributes to the emerging dialogue on PD with marginalized users and widens the scope of studies on transformative social marketing and innovation. The findings also provide practical insights for PD practitioners on how designers can learn from diverse PD practices in the context of economically marginalized people.

The purpose of this paper is to examine how leadership is shaped by a changing cultural context.

This is an exploratory study based on semi-structured interviews with leaders of Fijian cooperatives.

The political and cultural environment in Fiji has changed over time, and these changing arrangements shape expectations of what is considered to be appropriate leadership in Fijian cooperatives. To be consistent with changing societal values, leaders of Fijian cooperatives employ a context-sensitive hybrid leadership style in which legitimacy is an important dimension.

Researchers need to examine the cultural context as a dynamic influencing element of leadership.

Leaders of cooperatives and similar values-based organizations would benefit from applying a legitimate and context-sensitive hybrid leadership style.

This study contributes new understandings of the cultural influences on organizational leadership.

The purpose of this paper is to question the supposed self‐evidence of a core category in the social entrepreneurship literature: “social value creation”. By criticizing the taken‐for‐granted use of the dichotomy “social vs business” the paper aims to develop a multi‐dimensional approach that conceptualizes the creative entrepreneurial process as generating several forms of value for individuals and society.

The paper proceeds in two steps. First, the shortcomings of the “social vs business” dichotomy are revealed by analyzing its common yet mostly unquestioned use on several levels of inquiry. Then, some conceptual ideas from institutional theory and virtue business ethics are used to sketch a framework for the “social” dimensions of entrepreneurial value creation.

The result of the discussion is a coherent set of conceptual pairs, each characterizing two important aspects of “social” value beyond the utilitarian mainstream. In this respect, the paper gives an overview of potentially useful categories which could help to fill the conceptual void resulting from the vagueness of the “social value creation” concept.

The proposed categories are not exhaustive, as a brief outlook on further ambiguities of value creation shows. Nevertheless, they are an attempt to point out the fruitfulness of virtue business ethics to developing an extended understanding of entrepreneurial value creation for society. An important consequence is an uncommon view on what is the range of relevant examples of social entrepreneurship in the first place.

The paper offers novel, possibly more adequate categories for dealing with the societal and ethical qualities of entrepreneurial value creation. Eventually, it can lead future research to maybe less obvious, but equally important, expressions of social entrepreneurship.