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In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time. This study examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight‐year period. Though the organization had experienced significant change in organizational demography: an increase in the overall representation of white women (36 percent) and minorities (41 percent) over time; work group members in units with the greatest change did not necessarily agree nor hold positive perceptions regarding these HR changes. The results show that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies.

This paper is adapted from a Royal Institute of British Architects Building Futures project and is intended to stimulate discussion around the impact that the ageing population could have on the way cities of the near future are designed (and lived in); specifically the positive contribution that an active, older generation could make to both society and the economy in the UK. The paper aims to discuss these issues.

Following a public debate and a series of roundtable discussions with experts across a wide range of disciplines from architecture and urban design to gerontology, in both academia and practice, the project team developed a series of potential future scenarios; speculations that draw out the potential positive contribution that an active Third Age could make, both socially and economically.

The author has made a series of practical recommendations for architecture and design professions related to the speculative scenarios presented that they believe would begin to harness the potential of an active Third Age whilst mitigating some of the likely challenges. It is imperative that ageing becomes part of the mainstream debate on city design and planning.

Whilst the scenarios presented respond directly to trends – key drivers of change – identified and evidenced, they remain speculations to stimulate debate and are not themselves grounded in rigour.

The practice of architecture, urban design and planning must better recognise the implications of an ageing population and look for ways of harnessing the opportunities that this presents, whilst addressing the clear challenges. Urban policy must also better reflect a shifting demographic landscape and adapt appropriately to encourage the necessary innovation in this area if they are to make a successful transition to an older population in the coming decades.

The author hopes that this work begins to reposition ageing – and particularly active ageing – as a positive opportunity for both society and the national economy, shifting the debate from one currently focused on challenges and the potential public sector burden.

There is little in the way of progressive thought as to how architecture, planning and urban policy can better accommodate an older population and ensure that cities embrace the whole population for the duration of their lifetime, whatever that may be.

This is the second installment in a series of two columns that delves into several factors, suggesting that the structure of the internet may be approaching an inflection point.

Building upon the themes explored in the first column, it investigates how contradictory incentives in artificial intelligence (AI) may influence the future of web search and the open web, as well as lessons that can be learned from the evolution of X-like social media sites. A large language model was used to help rewrite and edit portions of the text.

This exploration shows how the intersection of demographic shifts, advertising-driven content, proactive discovery and advancements in AI are poised to rapidly change the way we use and search the internet.

A deeper understanding of these trends empowers libraries to reflect on their evolving roles within this shifting internet landscape and envision new possibilities for themselves.

Health care has become one of the paramount issues of the 21st century as governments and individuals grapple the complex problems associated with contemporary medical care such as cost, affordability, and shifting demographic trends. One response has been the growth of medical tourism (sometimes called health tourism or global healthcare). Medical tourism is an example of how the forces of globalization are re-shaping what has previously been a relatively stable localized service, medical treatment, in the face of changes to health care. While traveling to distant locations in search of health restoring locations is not new as the affluent have long traveled to spas or exotic locales to derive health benefits. What has changed is who is doing it and why they are doing it as insurers and patients alike become eager participants in the outsourcing of medical care. The rising number of uninsured and underinsured Americans, particularly in the middle class, has been coupled with effective marketing by medical tourism companies to produce growing numbers of Americans traveling to foreign countries for healthcare. China, India, Korea, Malaysia, the Philippines, South Africa, and Thailand are only a few of the competitors for overseas patients as a source for economic development. Using analytic frameworks of Immanuel Wallerstein and Anthony Giddens to provide a social analysis of this phenomenon yields an exploration of this trend.

The purpose of this paper is to peer into the future of loyalty marketing and to offer marketers clear steps on how to shift focus and adapt to the coming consumer trends.

COLLOQUY delved into its years of loyalty marketing research and experience to pull out three top trends believed to take hold by 2030. COLLOQUY's views are supported by statistical background from Goldman Sachs, the US Department of Economic and Social Affairs and demographers.

Five over‐riding forces are creating a shift in future loyalty trends: an aging population; a burgeoning middle class; increasing extremes of wealth; more boom‐and‐bust cycles; and technology advances towards the seamless, instant and personal. Because of these forces, three new trends have emerged: the next new normal; the new “I‐network”; and the new marketing reality.

This case study offers marketers not only a look into the future of loyalty marketing, but also tips on how to embrace the new trends, including: what you can do now to meet the next new normal – start to test householding options. If households are dealing with multiple generations of parents, grandparents and kids, and the new localism in which the community is vitally important to customers comes to the fore, marketers must figure out how customers can pull their resources across their families, their friends, their networks and their communities to enjoy things relevant to all or most of them. Examples might include redeeming for event resources to host their local high school reunion, or for activities and resources to help a local community center, or simply letting the extended family get away for a ski trip. This needs to be tested now so that it can be determined how people engage, what is relevant, and how to start to prepare.

The paper provides insight on future trends and exclusive tips on how to adapt marketing strategy to thrive in 2030.

Diversity management has gained researchers' and practitioners' attention because of its competitive advantage and performance outcomes in an organization. Despite increasing literature, there is no common understanding of the evolution and intellectual structure of diversity management. Therefore, this study aims to identify the leading works and analyze the changes in diversity management research's knowledge structure.

This study adopts a novel approach using bibliometric methods to analyze the 785 papers published between 1990 and 2019. Bibliometric analysis is applied to identify the seminal work using the bibliometrix package.

The bibliometric network visualization findings have highlighted the most influential works, prominent authors, theoretical insights, current research trends and gaps. Several clusters are extracted from bibliometric networks, and cluster analysis has integrated the different unconnected subfields and highlighted the major theme explored in diversity management research.

This is the first bibliometric study that explored the intellectual structure of diversity management research. This study has provided theoretical and practical contributions for academicians and human resource practitioners and suggested future research avenues.

The impending demographic shift in the United States (Vespa et al., 2020) will require leadership educators to reexamine the relationship between diversity and inclusive leadership. Our literature review revealed inclusive leadership has historically not been viewed with a diversity perspective. To better understand the link between diversity and inclusive leadership, we reviewed how leadership scholars, researchers, and authors have described the attributes and impacts of inclusive leaders. Through inductive coding, we identified seven attributes (i.e., characteristics and actions) of inclusive leaders. When these attributes are acted upon, inclusive leaders create various impacts on followers. These impacts are applied to Shore et al.’s (2011) inclusion framework. Both the attributes and impacts are presented to provide information and tools to better equip leadership educators with the knowledge to foster classroom inclusion in diverse classroom environments.

The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management.

The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields.

There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks.

There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations.

The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management.

The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers.

This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.

Macro change drivers like global competition, information and technology innovations, and demographic shifts have required organizations to rethink their structures and processes. In particular, the flattening and downsizing of organizations has led to the empowerment of teams in an attempt to increase flexibility, adaptability, customer responsiveness, and productiveness. While transition to teams has been a widely adopted strategy, there are many examples of team failures that eventually undermine empowerment. It is argued in this article that the formation of teams requires the presence of certain external and internal conditions. The external requisites include support and direction, such as congruence with strategy, top management support, clear goals and parameters, and effective selection of employees. The internal requisites include an emphasis on preparation and training of employees through initial team building and ongoing team development, and encouragement of a continual reflective learning cycle. Without the internal processes for team learning, even an initially successful team may defeat itself and become unproductive, thereby discouraging further support for team empowerment initiatives.