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Professional work is facing significant forces for change which, as suggested by futurists, threaten the dominance of professionals in our lives. The paper examines the extent to which professional associations in the UK are responding to changes and preparing their members for the future. The nature of professional power and status is explored before an analysis of findings is presented. It is argued that while many professional associations have begun discussions about their plans for the future, a more purposeful and strategic approach is required, based on a re‐view of their status as learned societies.

This paper aims to provide insights on the void between the needs and demands of bank finance from female entrepreneurs and the supply, as well as the approaches of banks for that finance. In addition, it creates a conceptual framework recognising a tripartite and dynamic partnership amongst female entrepreneurs, banks and governments as essential to female entrepreneurship-development, based on Zambia as the context.

Concepts and theories are explained to construct a conceptual framework using the lens of multi-polar network theory and stakeholder engagement theory. In-depth discussions are facilitated through a bilateral partnership between each party and tripartite partnerships amongst female entrepreneurs, banks and governments.

The framework presents how female entrepreneurs, banks and governments are interconnected in the network as mutually benefiting stakeholders and shows their collective contribution to female entrepreneurship-development within certain contexts. The findings suggest that the sustainable development of female entrepreneurship depends on a dynamic tripartite partnership amongst female entrepreneurs, banks and governments.

The conceptual framework has important implications when setting up a nation’s enterprise development strategies and policies promoting inclusivity and diversity amongst a nation’s entrepreneurs. The contributions and the dynamic relationship of the three stakeholder groups should be acknowledged and considered to achieve sustainable development in female entrepreneur enterprises. The framework can be generalised to other emerging economies with similar social, economic and cultural profiles to Zambia, particularly in sub-Saharan African countries with patriarchal norms.

This paper extends multi-polar (network) theory and stakeholder management engagement theory, previously explained in homogeneous firms, to more complex and dynamic partnerships amongst heterogeneous organisations, i.e. female entrepreneurs, banks and governments.

The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of achieving better integration and less separation in academic work on human resource (HR).

An exploratory study of one organisation at a very early stage of implementing TM which involved some documentary analysis and interviews with six senior HR professionals in the organisation.

There is some limited evidence that professionals view different aspects of HR practice in isolation and do not make connections in practice as well as they could. This evidence is taken as sufficient support for the need for more research into the proposition.

The paper is in its early stages and findings are not argued to be generalisable. However, they are sufficient to suggest there will be value on further research on connections between TM and managing diversity. One area still to be explored in more depth is the role of human resource development (HRD) practice in making those connections.

Both academics and practitioners may have to consider less emphasis on narrow speciaisms and foci in their work and take on more wholistic perspectives.

The literature review confirmed the assumption that the two topics are researched and written about separately with little published on the connections and implications of each for the other.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance. Specifically, this study intends to answer the research questions “whether and how leader’s dialectical thinking would influence employee performance” with conflict management perspective in the Chinese context.

Multilevel structural equation modeling was used to test the theoretical model with 222 employees in 43 teams from Chinese high-tech manufacturing firms.

The authors found that the leader’s dialectical thinking had positive relationships with employee creativity and in-role performance and that the relationships were mediated by the leader’s conflict management approach and team conflict in sequence.

Selecting, recruiting or promoting of leaders with a dialectical thinking style or providing training to enhance leaders’ dialectical thinking is important for facilitating team conflict management and employee performance.

This is the first empirical paper to introduce dialectical thinking into the leadership, conflict and employee performance literatures.

This paper explores two museums in Taiwan, both former sites of incarceration, and asks how they reflect Taiwan’s evolving relationship with the past. Taiwan has successfully emerged from its authoritarian past into a democratic present; yet, it still bears the scars of its traumatic and violent history in the places where trauma and pain was exacted over Taiwanese people by different regimes. Two of these places are former prisons, now museums with common histories of incarceration, but very different approaches to presentation of traumatic pasts. This paper aims to understand the selective presentation of narratives of punishment in prison museums in Taiwan and what they reflect about Taiwan’s national identity.

This research used a qualitative ethnographic methodology, approaching prison museums as research sites with multidimensional textual, spatial and visual data. This study used a narrative ethnology approach to analyse the content, structure and social context surrounding the stories told about punishment at the sites.

While the Jingmei White Terror Memorial Park documents past abuses under the authoritarian Kuomindang Government (1945–1987), the narratives presented at the Chiayi Prison Museum, constructed under Japanese colonial rule (1895–1945), ignore past colonial violence. This study argues that the invisibility of past colonial violence in Chiayi prison museum acts to strengthen Taiwan’s multicultural national identity, while Jingmei WTMP acts to valorise political prisoners as heroic fighters for Taiwan’s democracy and human rights.

This research makes a contribution to the museum studies literature through extending understanding of the relationship between former carceral spaces and national identity projects.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Research has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.

A survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.

The positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).

These findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.

Companies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.

Technological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.

This is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.