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The purpose of this paper is to highlight why organisations need to shift from homogenous talent management to inclusive talent management. The authors argue that having a diverse workforce and inclusive culture is a business imperative and not just “a nice thing to do”.

The authors share their experiences of both interviewing directly and the results of their research into organisations that have taken steps to be more inclusive.

The paper explains that there is no “silver bullet” that will result in any organisation becoming more diverse and inclusive. However, there are a number of steps and “nudges” that can be taken to move towards inclusive talent management.

The authors have made every effort to select organisations from different sectors and regions but recognise that there will be many other examples of good practice elsewhere.

The authors believe that the examples described in the article can be applied in all organisations but will depend on the active support of its leaders and the extent to which they live the values of the company.

The relevance of the themes of diversity and inclusion has become a strategic business priority as organisations recognise the value that having a diverse workforce contributes to achieving their objectives.

Warns that the psychological contract, an implicit agreement between the individual and organization, is at risk when the organization undergoes change. Reports a survey, the results of which indicate that, while companies recognize the importance of people in determining the success of change programmes, more than half the organizations surveyed do not assess people’s ability to adapt to change. Furthermore, reveals that the organizations which do measure capacity for change appear to be using inappropriate instruments. Describes how the concept of “resilience” can be used to facilitate the identification of the cultural factors within organizations which have a protective effect against the negative impact of organizational change, and outlines the development of an instrument to measure organizational resilience, the “resilience audit”.

LeaRonal (UK) plc of Buxton, Derbyshire, specialists in plating and allied services to the printed circuit board industry, has appointed John Flynn to their technical staff. Mr Flynn, who will be based in his native Scotland, brings with him a decade of experience in electroless copper, hard gold plating and photoimageable processing in the PCB industry.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.

Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.

Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.

The purpose of this research study is to identify differentiation factors Burgundian wineries use to distinguish their brand, and to determine whether these methods align or conflict with luxury marketing differentiation attributes.

A qualitative methodology of 23 in-depth interviews with various sized wineries, as well as Burgundy market experts, was used. In addition, document analysis of websites and marketing materials was carried out along with a comprehensive review of the luxury marketing literature.

Results show that Burgundian wineries have adopted some, but not all, of the luxury marketing differentiation attributes. Furthermore, there are a series of core tensions in the industry, including disagreement on using luxury marketing strategies. These findings contribute to the theory base in luxury wine marketing by illustrating how general luxury marketing attributes are used for wine brand differentiation.

This research is the first of its kind to investigate luxury marketing differentiation practices of Burgundy wineries. The results are relevant for new wineries in Burgundy, as well as those in different regions of the world who desire to emulate, and perhaps come close to achieving, some of the luxury price points that certain Burgundy wine producers achieve. The information is also useful to assist related industries, such as food and spirits, which struggle in implementing luxury marketing strategies.