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For many predominantly white arts institutions in the United States, the murders of Breonna Taylor and George Floyd in the summer of 2020 prompted externally initiated calls for equity work. Many of these organizations crafted equity statements, engaged in trainings, and made public displays of their intent to do different and better – however, many did not follow through on those promises (Heidelberg, 2020). While many organizations have indeed engaged in fakequity or “equity talk with no action” (Okuno Consulting, 2017), this may not explain every instance of stalled or incomplete equity action within the arts sector. In the case of fakequity, the remedy is to actually do the work of creating a more inclusive and equitable organization, rather than simply talk about it. However, if there are root causes for stalled equity action aside from fakequity, then organizations are left without guidance on how to identify and address that cause/those causes and move forward. This case examines the primary research question: what organizational practices contribute to stalled equity efforts other than fakequity? Investigating this question led to a secondary research question: what conditions help organizations move beyond stalled equity efforts? In order to address this question, I conducted a single-case study (Yin, 2014) of a midwestern museum to offer a contextualized understanding of identifying and addressing organizational elements that contribute to false starts in equity work within predominantly white arts institutions.

Fairness is central to any multilateral regime, that is, any agreement between multiple nation-states to address and resolve a common problem. Climate change mitigation is among the key global environmental concerns that will require a common agenda, approach, and set of actions by the community of nations. To that end, global climate negotiations under the United Nations Framework Convention on Climate Change (UNFCCC, 1992) are centered on establishing a multilateral framework to control greenhouse gas (GHG) emissions from all nations and to help those who would be affected by climate change.

In Virginia, former Gov. L. Douglas Wilder accused the state’s library agency of racism for “its slow pace in processing and publicly presenting records from his tenure as the nation’s first elected Black governor” (Associated Press, 2020). The State Librarian responded that this was just a lapse in protocols and framed it as a budget issue and staff turnover. However, “Library of Virginia has been processing papers from his gubernatorial successors before finishing work on his” (Associated Press, 2020). Recently, the Alabama State Department of Archives and History acknowledged their participation in systemic racism, epistemicide, and their history of privileging White voices over those of Alabama African-Americans.

Epistemicide is the killing, silencing, annihilation, or devaluing of a way of knowing (Patin, Sebastian, Yeon, & Bertolini, 2020). Conceptualization and analytic application of epistemicide has an established tradition in a number of social science fields, but information scientists have only recently acknowledged epistemicide (Oliphant, 2021; Patin et al., 2020; Patin, Sebastian, Yeon, Bertolini, & Grimm, 2021). Building from our recent identification of the existence of epistemicide within the IS field (Patin et al., 2020), this work challenges the information field to become an epistemologically just space working to correct the systemic silencing of certain ways of knowing.

This chapter examines the four types of epistemic injustices—testimonial, hermeneutical, participatory, and curricular—occurring within libraries and archives and argues for a path forward to address these injustices within our programs, services, and curricula. It looks to digital humanities and to reevaluations of professional standards and LIS education to stop epistemicide and its harms. This chapter demonstrates how to affirm the power and experience of Black lives and highlight their experiences through the careful acquisition, collection, documentation, and publishing of relevant historical materials. Addressing epistemicide is critical for information professionals because we task ourselves with handling knowledge from every field. There has to be a reckoning before the paradigm can truly shift; if there is no acknowledgment of injustice, there is no room for justice.

This study extends Quirin et al. (2000) by incorporating equity theory (Adams, 1965) into a theoretical model of budgetary participation and performance. The study develops and tests a nomological framework of budgetary participation that includes two organizational constructs, budgetary participation and budget-based compensation, and three individual characteristics, perception of equity, organizational commitment, and employee performance. Measures of these constructs were gathered from a sample of 98 employees in 15 organizations.

In accordance with the proposed theory and hypotheses, results reveal that budgetary participation is associated with increased use of budget-based compensation as well as higher levels of perception of equity and organizational commitment. Budget-based compensation and perception of equity, in turn, are also associated with increased levels of organizational commitment, while elevated commitment was related to higher performance. The results provide further insight into the beneficial aspects of budgetary participation. Specifically, the results indicate that budgetary participation is positively associated with perception of equity, which in turn increases organizational commitment and, ultimately, employee performance.

We investigate the effect of distance – political, economic, cultural and spatial, on developed-economy multinational enterprises’ (MNEs’) ownership decisions in cross-border (CB) acquisitions. We start with the premise that distance discourages full and majority ownership in CB acquisitions, and further investigate the moderating role of distance-reducing factors. We examine how the relationship between distance and acquisition ownership decision is moderated by firm-specific characteristics, such as firm size, general international experience, and specific host country experience. Our data sample consists of 1,041 CB acquisitions under taken by Finnish MNEs in 58 countries during the time period 1990–2010. We find substantial support for all our hypotheses and conclude that the negative effects of distance on CB acquisition equity stake are positively moderated by the three firm-specific resources but their individual importance is conditional on the host country type (developed or emerging).

Brand equity has been highlighted as a crucial element in differentiating products and achieving competitive advantage. Recent studies reflect the gradual rise in interest in the importance of building brand equity linked to the store. However, empirical evidence about the antecedents of store brand equity is still scarce, particularly on the retailer’s corporate social responsibility behavior. This chapter aims to analyze the influence of the retailer’s commitment to sustainable development (RCSD) and the credibility of the retailer’s communications on the overall store brand equity. Focusing on two samples of hypermarket customers in France and Spain, the findings provide evidence on the importance of the RCSD regarding employees, society, and environment, as well as the effectiveness of credible communications to generate store brand equity. Results are consistent for France and Spain.

In the literature on product branding, significant attention is given to brand equity in the consumer context, but relatively little attention is paid to the application of the concept in the business-to-business (B2B) context. Even less research exists on the role of brand equity in the retailing context. Retailers are often seen as irrelevant to the source of brand value, resulting in manufacturers not targeting retailers to help them build stronger brands. Potential occurs, therefore, for some channel conflict to exist between manufacturers and retailers. On the one hand, retailers tend to focus on building their own, private brands to differentiate themselves from other retail competitors and to increase their power in relation to manufacturer brands. At the same time, most retailers still need to create a good image in the consumer marketplace by selling famous, manufacturer-branded products. In other words, retailers often have to sell famous brands even if they would prefer to sell other brands including their own. Manufacturers tend to focus their brand-building efforts on the consumer market to entice consumers to insist that retailers stock their brands, rather than placing any real emphasis on building a strong and positive brand relationship with the retailer directly.

The concept of organizational commitment has recently impacted the participative budgeting and employee performance streams of accounting research. Specifically, a series of studies by Nouri, Nouri and Parker have shown that an individual's level of organizational commitment negatively impacts budgetary slack and positively impacts employee performance (Nouri, 1994; Nouri & Parker, 1996a, Nouri & Parker, 1996b, Nouri & Parker, 1998). A related issue, which has seen little attention in accounting research, is the notion of what causes antecedes an individual's level of organizational commitment. The current study attempts to address this issue by investigating the relationship between an individual's perception of equity and organizational commitment. Using a cross-organizational design, measures of perceptions of pay and workload equity, organizational commitment, and self-rated performance were gathered from a sample of 105 employees from 15 organizations. In accordance with the study's hypotheses, results reveal that a significant portion of an individual's organizational commitment can be explained by his/her perception of pay equity and workload equity. Additional analysis reveals that perception of equity has a significant, direct effect on performance, but this effect is fully-mediated by organizational commitment.

This chapter describes a new leadership model called shared equity leadership (SEL). The goal of SEL is to create culture change that embeds shared values of diversity, equity, and inclusion (DEI) into the core of an organization. SEL emerged from a qualitative multiple-case study of leaders who were committed to establishing an equitable organization at eight colleges and universities that had seen success in their equity efforts. We reviewed over 1,000 pages of documents and interviewed 126 leaders, including cabinet-level executives, mid-level leaders, and group-level leaders. While we identified this model on college campuses, it has relevance for any organizational context. SEL entails three elements: (1) a personal journey toward critical consciousness in which leaders solidify their commitment to equity, (2) a set of values that center equity and guide the work, and (3) a set of practices that leaders enact collectively to change inequitable structures. Distinct from traditional leadership models, SEL encompasses both personal and organizational processes of leadership and emphasizes collaborative, relational, personal, and emotional aspects of leadership. This change starts with transforming awareness and behaviors of individuals, who engage in personal journeys toward critical consciousness and develop an urgent sense of responsibility for creating change. Organizations can facilitate their personal journeys and begin structuring SEL by forming a diverse team and socializing them into SEL expectations. With a concerted effort of leaders committed to SEL values and practices, an organization can be transformed so that equity is everyone’s work.