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In this chapter I provide a sociological discussion of the gender pay gap legalisation by drawing on data in the sport sector across public and private commercial sports organisations. The gender pay gap is a significant reporting tool as it refers to the difference in the average hourly wage of all men compared to all women across an organisation (gov.uk, 2020). It is part of legislation introduced in the UK in 2017 which requires all employers with 250 or more employees to calculate and publish annually their gender pay gap data (gov.uk, 2020). The patterns emerging from the data indicate that the highest disparity in gender pay remains in those organisations where professional sport is commercialised around male performance (average gender pay gap is 59.1% in 2018–2019). In this chapter I draw on figurational concepts of power that enable the analysis of gender relations processually and draw on the role of shame and embarrassment to discuss the ways in which gender pay gap reporting may be used as a power resource to challenge ongoing inequalities in sport governance.

“Multiculturalism” is a troubled concept, in a political as well as in a scholarly sense. What has triggered this paper is the authors’ experience of the hardships involved in understanding the power structures embedded in societies termed “multicultural”; we find ourselves equipped with a set of conceptual tools that are confusing, and with policy makers that compound that confusion. This presentation takes as its point of departure the tension engendered at the interface between popular democracy ground rules and minority rights, and turns in its second part to current political vocabulary in Norway. Thematically, the discussion moves from the intricacies of “cultural rights” to a closer look at the bias implicit in the benevolent phrase “fair terms of integration.” The suggestion is that hidden underneath the niceties, we find the unavoidable and seemingly unspeakable dilemmas of a welfare state confronted with non-economic, humanitarian principles. Let us be clear about one thing, however; the aim of this presentation is not to solve problems, but to face them.

The purpose of this paper is to help introduce the empirical study of emotion within an institutional framework by examining shame and shaming as drivers of institutional stability and change, respectively.

The author conducted a qualitative study of 101 US print media articles generated by major US news publications and trade magazines from 1999 to 2011 in the wake of the Institute of Medicine’s (IOM) 1999 report To Err is Human: Building a Safer Health System.

This study resulted in two major findings. First, this research found that the institutions constituting the collective professional identity of physicians persisted via institutionalized shame inculcated in physicians during their extensive socialization into the medical profession. Potential shame over medical error served to reinforce institutionalized cultures which exacerbated medicine’s problems with error reporting. Second, this study reveals that field-level actors engage in shaming to affect institutional change. This research suggests that the IOM report was in effect a shaming effort directed at physicians and the institutions constituting their collective identity.

This study provides some verification of recent theoretical works incorporating emotion into institutional theory and also illustrates how shame can be incorporated into collective identity as an institutional imperative.

This study provides a rare empirical investigation of emotion within an institutional framework, and illuminates ways in which the emotion of shame interacts with institutional processes. This research also focusses on collective identity and institutional stability, two topics which are largely ignored by contemporary institutional researchers but are integral aspects of social life.

This paper aims to explore the role of the researcher’s emotions in ethnographic practice in accounting research. This paper focuses on shame as an emotion that lingers on, despite the efforts to work through those emotions.

The authors conducted a collective autoethnography to make sense of the fieldwork and after-fieldwork emotions and their consequences. This autoethnography began with the three authors discovering their shared feeling of shame.

Building on Hochschild’s theory (1979, 1983) on emotional labor, the authors demonstrate how shame emerged as a central and lingering emotion of the ethnographies beyond an emotional labor process. The authors show how a double shame appeared toward the field participants and the academic accounting community, affecting the writing and the work.

The authors demonstrate that the perception of the research community’s rules of feelings gives rise to emotions that ultimately change the work. The authors show how collective autoethnography can help accounting research to acknowledge and give room to emotions.

This paper aims to explore how lone mothers define “good” mothering and outlines the extent to which feelings of pride and shame permeate their narratives.

The empirical data on which the paper is based is drawn from semi-structured interviews with 32 lone mothers from Northern Ireland. All the lone mothers resided in low-income households.

Lone mothers experienced shame on three levels: at the level of the individual whereby they internalised feelings of shame; at the level of the collective whereby they internalised how they perceived being shamed by others in their networks but also engaged in shaming and at the level of wider society whereby they recounted how they felt shamed by government agencies and the media.

While a number of researchers have explored how shame stems from poverty and from “deviant” identities such as lone motherhood, the focus on pride is less developed. The paper responds to this vacuum by exploring how pride may counterbalance shame's destructive and scarring tendencies.

Shame is a common, yet seldom acknowledged emotion. Shame signals a threatened social bond in which the claim of as what one wants to be seen (i.e., the claim for a certain relational identity and relative status positioning) is neglected by the other party. Using a case study approach, this chapter provides insights into how shame shapes the relationship and leadership structure in organizations. The case used is based on a documentary TV show; hence this chapter also provides insight in the use of visual/TV material to gain insight in relational leadership dynamics.