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Presents three autobiographies to show the link between personal experiences and consulting. All are stories of personal change and involve the processes of feeling, reflection, voice and nurturance (FRVN). Gives an example of a consultation to show how FRVN became an underlying process. Presents definitions of FRVN and shows how these relate to personal involvement. Stresses that authenticity is central to effective consulting and that it is through the process of FRVN that this can be achieved.

The experimental and potentially conflictual nature of diversity training is explained as integral to creation of effective organizational discourse and change in diversity. More effective understanding and management of these conflicts is needed. To explore how conflicts can be better understood and managed, explains patterns of US minority and majority ethnic identity developments; presents three hypothetical combinations of identity development paths across ethnic group members in multi‐cultural training; discusses potential problems, change issues and training needs.

EEO and the management of diversity Volume 8 Number 5 of the Journal of Organizational Change Management contains an article by Maria Humphries and Shayne Grice entitled “Equal employment opportunity and the management of diversity: a global discourse of assimilation?”

Previous research indicates that racial and ethnic prejudice continues to be prevalent in U.S. society; however, the social-psychological processes of prejudice are not fully understood. Furthermore, much research on prejudice focuses on white against black prejudice, at the exclusion of other minority groups. The purpose of this chapter is to explore white prejudice against Latinos using in-depth interview data with college students. Findings indicate that many participants describe instances in which they felt prejudice, yet they use creative mechanisms to justify their prejudice or construct it as something other than prejudice. Mostly, participants described their own prejudice as a “special type” of prejudice – including trait prejudice, situational prejudice, reciprocal prejudice, and recovered prejudice – that is distinct from ordinary prejudice. By describing their own prejudice as a “special type,” participants are able to construct themselves as nonprejudiced individuals while simultaneously acknowledging their prejudice.

The purpose of this paper is to examine the effect of individual factors on the transfer of human resource management (HRM) knowledge in Chinese subsidiaries of multinational corporations, and to explore the relationships between individual factors and introduce the concept of joint effect‐integrated capability.

Based on the notion that certain factors can affect knowledge transfer (KT), this paper examines the effect of four factors, i.e. cultural difference and adaptability, language and communication, working relationship, and motivation and willingness, on the transfer of HRM knowledge. The paper is based on an empirical study of 22 individual HR professionals from 21 Chinese subsidiaries. Data were collected through semi‐structured interviews conducted between January and April 2004 and an exploratory data analysis was carried out with the assistance of Nvivo software.

The study has found that Chinese HR managers have the ability of all four factors to facilitate the transfer of HRM knowledge. The findings further suggest that integrated capability‐joint effect could be generated from the four factors and affect the transfer process jointly. When the capability is positive, it facilitates the transfer. Conversely, when the capability is negative, it impedes the transfer.

The findings not only extend the understanding of the effect of single factor on KT, but also the interrelationship between individual factors, their joint effect‐integrated capability and the transfer process.

Existing research has concentrated on studying the effect of single factor on KT, knowledge management by and large. There is little research investigating the correlations between individual factors. This paper addresses this gap and introduces the concept of joint effect, integrated capability.

Addressed to the audience of LIS educators at all levels, from full-time and adjunct faculty teaching in LIS programs, to librarians and library consultants delivering professional development training, to practitioners who work with readers in all types of libraries, this article makes a case for replacing the term “readers' advisory” with the term “Reading Experience (RE) librarianship” as a designator of the current professional practice.

Using historical and discursive analysis based on the extensive literature review, this article argues that a number of factors call for the change in terminology: changes in the human factor (i.e., changes in readers and reading behavior; and changes in relationships between readers and librarians) and changes in the library environment (the rise of “experience” in libraries; a greater commitment to outreach and community engagement; and the fact that librarians are already practicing RE librarianship without recognizing it as such). It also examines the role of LIS educators in fostering and supporting RE librarianship.

On the one hand, the new terminology will be more reflective of the work that reader service librarians currently do, thus doing justice to a wide range of activities and expanded roles of librarians; on the other hand, it will serve as an imperative and a motivator to further transform reader services from in-house interactions with and programs for avid readers into a true community engagement, with much broader goals, scope and reach.

The article stands to coin a new professional term for the transformed library practice, thus recording a radical change in longstanding professional activities and encouraging new community-oriented thinking about the expanded role of librarians in promoting reading in diverse social environments.

A major challenge faced by MNCs is how to manage knowledge transfer between headquarters and subsidiaries located in dissimilar cultural contexts. While the impact of culture on knowledge transfer has been widely acknowledged, an important gap in the literature is how cultural distance (external variable) and subsidiary roles (internal variable) interact in impacting on knowledge flows in MNCs. The purpose of this paper is to present an integrative model to advance understanding of the interaction between cultural distance and subsidiary roles in the knowledge transfer process within MNCs.

An environment‐strategy‐performance framework is developed based on a review of extant literature. A case study is used to substantiate the framework. It was conducted in an MNC in China and involved in‐depth interviews with expatriate and local managers.

Knowledge transfer in MNCs is influenced by external context (cultural distance) and internal mechanisms (subsidiary roles). The direction and magnitude of knowledge flows is related to the strategic roles of the subsidiary and is influenced by cultural distance. Negative impacts are evident where cultural distance is large, with positive impacts where cultural synergies occur. Changes in Chinese cultural values impacting on knowledge transfer are also evident.

The conceptual model combines internal resource and external environmental perspectives. It links literature on cross‐cultural management, subsidiary roles and MNC knowledge transfer. Furthermore, it explores linkages between culture and knowledge transfer, cultural distance and subsidiary roles, knowledge transfer and subsidiary roles. The model is operationalised in a China‐based case study.

Since the 1990s, Charlize Theron has appeared in films from a wide range of genres but has seen significant financial success from starring in action films, such as Mad Max: Fury Road (2015) and Atomic Blonde (2017). However, unlike some female action leads, she has not solely been defined or pigeonholed by these roles but has been able to transition between action roles and more ‘respectable’ dramatic roles, as well as the other conventions of female celebrity, such as being the face of advertising campaigns for perfume brands.

Theron has notably received several physical injuries during filming, such as breaking her teeth practising fight choreography during the production of Atomic Blonde. These injuries have frequently been added as part of the publicity campaign for the films and Theron's star image overall as signs of ‘authenticity’, leading these action films a sense of increased legitimacy. Tasker states that a female action star's ‘[public] formulation is indicative of the uncertainties generated by her image’ (1993, p. 14). Media attention is divided between focusing on Theron's physicality, both in the sense of the traditional Hollywood gaze and in terms of Theron's molding of her marketable image. Theron has managed to succeed as both a mainstream star and an action heroine. This has enabled Theron to transition between genres and franchises such as The Fate of The Furious (2017), and an Oscar-nominated dramatic role in the biopic Bombshell (2019).

This chapter will unpack the public persona of Charlize Theron as an action film star, exploring both the filmic texts and the presentation of Theron's often complicated and contradictory image in the media.